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City Council
Juan Carlos Bermudez Mayor
Pete Cabrera Claudia Mariaca Christi Fraga Digna Cabral Councilman Vice Mayor Councilwoman Councilwoman
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The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Doral, Florida for its annual budget for the fiscal year beginning October 1, 2018. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
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ACKNOWLEDGMENT
This document was prepared by a team of City staff members who worked very enthusiastically, with pride and dedication, to provide meaningful and useful information for the benefit of the citizens, the business community, and the City of Doral organization.
MANAGEMENT TEAM
CITY MANAGER
Albert P. Childress, M.B.A., M.P.A., ICMA-CM
Mari Gallet, Deputy City Manager
Luis Figueredo, City Attorney Connie Diaz, City Clerk
Rene Velazco, Building Official Edgard Estrada, Acting Code Compliance Director Maggie Santos, Communications & Protocol Manager Matilde Menendez, CPA, CGMA, Finance Director Francisco Rios, Human Resources Director Gladys Gonzalez, Information Technology Director Barbara Hernandez, Parks & Recreation Director Javier Gonzalez, Acting Planning & Zoning Director Hernan Organvidez, Police Chief Carlos Arroyo, Public Works Director
The following individuals are recognized for their significant contribution in the preparation of this document:
Meaghan Arritola, Accounting Clerk Jonathan Lopez, Accountant Taina De Araujo, Finance Clerk Solangel Perez, Budget/Grants Administrator Tanya Donigan, Procurement Manager Eliza Rassi, Assistant Finance Director Michael Jones, Webmaster & Graphic Designer
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TABLE OF CONTENTS
FY 2020 ADOPTED BUDGET AT A GLANCE ...... 9 INTRODUCTION ...... 11 CITY MANAGER’S BUDGET MESSAGE ...... 13 STRATEGIC PLAN ...... 23 GUIDE FOR READERS ...... 32 HOW TO USE THIS DOCUMENT ...... 33 GOVERNMENT ...... 35 CITY HISTORY...... 37 CITY OVERVIEW ...... 40 CITY OF DORAL ORGANIZATIONAL CHART ...... 42 CONSOLIDATED POSITION SUMMARY ...... 43 BUDGET OVERVIEW ...... 47 ANNUAL BUDGET PROCEDURES ...... 49 BUDGETING AND ACCOUNTING BASIS ...... 50 BUDGET SCHEDULE ...... 52 FY 2019 BUDGET CALENDAR ...... 53 FINANCIAL AND BUDGETARY POLICIES ...... 54 FUND BALANCE ...... 59 FUND STRUCTURE ...... 61 FUND OVERVIEW ...... 63 FUND EXPENDITURES ...... 66 CAPITAL IMPROVEMENT ELEMENT ...... 68 FIVE YEAR FINANCIAL PLAN ...... 71 GENERAL FUND BUDGET ...... 81 GENERAL FUND REVENUES ...... 83 GENERAL FUND REVENUE PROJECTIONS ...... 85 CITY OF DORAL DEPARTMENTS & DIVISIONS ...... 91 OFFICE OF THE MAYOR AND CITY COUNCIL ...... 93 OFFICE OF THE CITY MANAGER...... 97 DIVISION OF PUBLIC AFFAIRS ...... 103
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DIVISION OF ECONOMIC DEVELOPMENT...... 113 OFFICE OF THE CITY CLERK ...... 114 OFFICE OF CHARTER ENFORCEMENT ...... 119 HUMAN RESOURCES DEPARTMENT ...... 120 FINANCE DEPARTMENT ...... 129 INFORMATION TECHNOLOGY DEPARTMENT ...... 137 OFFICE OF THE CITY ATTORNEY ...... 150 PLANNING AND ZONING DEPARTMENT ...... 155 GENERAL GOVERNMENT ...... 164 POLICE DEPARTMENT ...... 168 BUILDING DEPARTMENT ...... 180 CODE COMPLIANCE DEPARTMENT ...... 187 PUBLIC WORKS DEPARTMENT ...... 194 PARKS AND RECREATION DEPARTMENT ...... 209 SPECIAL REVENUE FUNDS ...... 223 TRANSPORTATION FUND ...... 225 PEOPLE’S TRANSPORTATION PLAN FUND ...... 233 OTHER FUNDS ...... 235 PARKS IMPACT FEE FUND...... 237 POLICE IMPACT FEE FUND ...... 239 BUILDING TECHNOLOGY FUND ...... 241
BOND DEBT SERVICE FUND ...... 243 CAPITAL IMPROVEMENT FUND ...... 246 INFRASTRUCTURE REPLACEMENT FUND ...... 248 GENERAL OBLIGATION BOND, SERIES 2019 FUND ...... 250 STORMWATER FUND ...... 255 OTHER POST-EMPLOYMENT BENEFITS FUND ...... 261 GLOSSARY ...... 263
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FY 2020 ADOPTED BUDGET AT A GLANCE
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INTRODUCTION
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CITY MANAGER’S BUDGET MESSAGE
Dear Honorable Mayor and Members of the City Council:
In accordance with the City of Doral Charter, the Code of Ordinances, and the laws of the State of Florida, it is my pleasure to present the City of Doral’s Adopted Operating and Capital Budget for Fiscal Year (FY) 2020 beginning October 1, 2019 and ending September 30, 2020 (Ordinance No. 2019-28). The primary objective and driving force behind the FY 2020 budget is the City’s adopted Strategic Plan with the following seven strategic focus areas: Safety; Opportunity; Mobility; Play; Information and Control; Efficient and Effective Government; and Financial Planning. It also reflects the administration’s needs and expectations of exceptional services.
STATE OF THE ECONOMY
The City of Doral is in the midst of a period of rapid growth. The population grew forty-nine percent from 2010 to 2018, adding 22,535 citizens to the city, according to the Florida Bureau of Economic and Business Research. In 2018, Doral was the home of approximately 68,244 citizens and it is projected that by 2020 the population will reach an estimated 78,000. The city’s commercial, educational, recreational and residential amenities have continued to evolve, providing more reasons every day to live, work, learn, play, and invest in Doral.
Doral is also a business-friendly city that facilitates investment and growth through a commitment to customer service, efficiency, transparency, technology and communication, and its robust economy is a testament to that commitment. The City of Doral’s business community continues to grow in the most important industry sectors in Miami-Dade County. Doral remains a strategic gateway city for international trade and continues to attract multinational businesses to the area. Since incorporation, Doral’s employment growth has played a significant role in driving total employment in the region, representing over 17% of all new net jobs created in Miami-Dade County as reported by the 2017 Florida International University Metropolitan Center Economic Analysis. The City has over 10,000 licensed businesses, employing more than 102,000 workers producing total sales revenues estimated at nearly $70 Billion in 2016. The total volume of sales revenue from these companies, concentrated in such a small geographic area, makes Doral one of South Florida’s and the State’s most productive local economies.
The young city’s many accomplishments have been recognized on the national level. This year, the city was ranked by Money magazine as one of the top twenty-five cities to live in the United States. In June, the City of Doral was honored to be recognized as a 2019 All-America City Silver Recipient, a remarkable accomplishment that highlighted the young city’s strong sense of community pride.
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On the global stage, Doral continues to attract attention as a Smart City. In 2017, Doral obtained the World Council on City Data’s Platinum Level Certifications for ISO 37120, joining major smart cities of the world like Amsterdam, Barcelona, Dubai and London. Doral is one of the few cities in the United States to achieve this certification, an accomplishment that was showcased at national and international conferences like NALEO and eMerge Americas. Through this internationally recognized certification, Doral joins a network of cities adopting a culture of data to drive innovation. Additionally, WCCD’s data provides verifiable measurement of a city’s performance relative to other great cities of the world, and the opportunities for Doral to showcase its strengths. The favorable comparisons make a strong case for investment in the dynamic and modern City of Doral.
BUDGET APPROACH
In addition to addressing the funding commitments outlined in the FY 2019 budget, the FY 2020 budget will allow for strategic new positions, infrastructure investment, and enhanced programming aligned with the priorities enumerated in the City’s vision, mission, core values and strategic plan. The overall budget is prepared to meet the criteria of the Council’s strategic priorities. It also reflects administration’s commitment to sound financial and operational practices that realizes our growing community’s needs and expectations of exceptional services.
VISION: To be a premier community in which to live, work, learn, play and invest.
MISSION: To serve our community by relentlessly pursuing the highest quality of life through the delivery of efficient, sustainable, transparent, ethical and accountable government.
CORE VALUES: Efficiency, effectiveness and continuous improvement; Order; Accessibility and transparency; and product oriented.
Complete Strategic Planning information may be found on Page 23-31.
The City is pleased to report that we have a modest growth in projected General Fund revenues of approximately 3.5%, in the amount of $2,106,988, along with several cost savings initiatives that will allow us to invest back into the City.
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The FY 2020 adopted budget as presented here is based on the adopted millage rate of 1.90 mills. This budget maintains our current millage rate of 1.90 for the fifth consecutive year and produces a structurally balanced budget for the third straight year. On July 1st the Property Appraiser certified the taxable value to each taxing authority (the City). The City’s current year gross taxable value for operating purposes increased to $13,715,630,586. When the increase in ad valorem revenues is considered in conjunction with the increase in inflation or CPI, the net increase in revenues to the City as projected at the current and adopted millage rate is $956,371.
Our City of Doral community is a source of much pride and confidence. We continue to achieve successes that sustain our City as the premier place to “Live, Work, Learn, Play and Invest.” A heightened sense of optimism and excitement permeates Doral as economic indicators confirm the City’s sound fiscal management, strong economy and financial profile, and capital investment strategies are paying off. We have been diligent in our pursuit of excellence, which was evidenced by both Standard and Poor’s (S&P) Global Ratings and Fitch Ratings, assignment of AA+ rating to the City’s General Obligation (GO) Bond Series 2019 issuance. This represents an increase of Doral’s previous issuer credit rating of AA.
High bond ratings enable the City to borrow and repay money at a much lower interest rate which translates into savings for taxpayers. Our fiscal discipline and vigilance have been instrumental in building a strong financial foundation and positioning the City of Doral for a bright future.
GENERAL OBLIGATION BONDS – PARKS & RECREATION PROJECTS
On November 6th the City of Doral residents voted to approve the referendum authorizing the City to issue general obligation bonds not to exceed $150,000,000 for the improvements of parks, natural areas and recreational facilities. The Bond Referendum authorized the financing of the construction and improvement of parks and recreational facilities with safety features, including, but not limited to, green spaces, community centers, cultural amenities, aquatic facility, playgrounds, ports fields and approximately five miles of walking/cycling trails.
The Bonds are expected to specifically finance the construction and/or improvements to the following projects: the Doral Meadow Park, Cultural Arts Facility, White Course Park, pedestrian bridge, lighting of trails, and Morgan Levy Park. In addition, the Bonds will also fund the costs of the construction and improvements of Doral Central Park. Total construction costs for Doral Central Park are expected to be $120 million.
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The City’s first bond issuance, or tranche, Series 2019 was issued for $45,100,000.00. The principal and interest on the bonds are secured by a pledge of the full faith, credit and taxing authority of the City without limitation. The bond will mature over a 30-year period. The average coupon rate is 3.2%, with the average yield at 2.9%, and the true interest cost at 3.0%. The debt service millage rate of .1872 mills will be levied to generate sufficient revenues to cover the debt service cost of FY 2020.
BUDGET SUMMARY
ADOPTED ADOPTED BUDGET BUDGET INCREASE FUND FY 2018-2019 FY 2019-2020 (REDUCTION) General $60,380,348 $62,487,336 $2,106,988 Transportation $4,034,591 $6,978,203 $2,943,612 Park Impact $164,000 $20,000 ($144,000) Police Impact $691,378 $1,403,860 $712,482 Peoples Transportation $2,143,222 $2,143,222 $0 Building Technology $200,000 $200,000 $0 Debt Service $0 $2,439,762 $2,439,762 Capital Improvement $147,443 $450,000 $302,557 Park G.O. Bond-Series 2019 $0 $124,744 $124,744 Stormwater $5,072,268 $4,515,613 ($556,655) Total $72,833,250 $80,762,740 $7,929,490
The FY 2020 total operating and capital budget for all funds is $80,762,740. The total budget represents an increase of $7,929,490 (10.9%) over the FY 2019 adopted budget for all funds. It is important to note that the General Obligation Bond, Series 2019 proceeds of $46,356,299 have been encumbered in FY 2019, for the construction and improvement of parks and recreational facilities with safety features, including, but not limited to, green spaces, community centers, cultural amenities, aquatic facility, playgrounds, ports fields and approximately five miles of walking/cycling trails.
For FY 2020, the City’s principal fund - General Fund is adopted at $62,487,336, or 77.6% of the total budget. This budget is moderately higher than the Fiscal Year 2019 adopted budget of $60,380,348, with an increase of $2,106,988, or 3.49%.
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The City’s Finance Department developed a five-year budget cycle, which is introduced and discussed during the budget workshops. This provides administration the ability to envision the future financial picture for the City based on current information. Thus, allowing administration to steer the City in the right course. The City is placing great emphasis on the accuracy of our budget forecasts. Now, with a focused eye, we must maintain our diligence and precisely execute the budget plan enclosed.
GENERAL FUND
The FY 2020 General Fund budget was adopted at the $62,487,336. This budget maintains the City’s standard of providing excellent services to our community without the use of reserves. Having already reduced operating expenditures in prior years, administration has submitted a proposal is fiscally responsible and solely contingent upon projected revenues.
The following is a brief introduction to the FY 2020 adopted budget:
➢ General Fund Revenues: Total revenues are projected to be $62,487,336, a 3.5% increase over the prior year’s adopted revenue projection of $60,380,348. o Taxes comprise of 65.3% of all revenues with Ad Valorem taxes are projected at the 2019- 2020 adopted millage rate of $1.90 per $1,000 of taxable value, which represents $24,756,713 and comprises 39.6% of the total General Fund Revenue. o Inter-Governmental are projected at $6,935,233 and comprises 11.1% of the total General Fund Revenue. o Licenses and Permits are projected at $8,463,000 and comprises 13.5% of the total General Fund Revenue. o All other revenues are projected at $6,307,249 and comprise 10.2% of the total General Fund Revenue.
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o FY 2020 ADOPTED GENERAL FUND CONSOLIDATED ITEMS DETAIL SALARIES & FRINGE PERSONNEL OPERATING CAPITAL OPERATING DEBT GRANTS DEPARTMENT DEPARTMENT OTHER WAGES BENEFITS TOTAL COSTS OUTLAY TRANSFERS (1) SERVICE & AIDS TOTAL 10005 CITY COUNCIL 518,608 405,376 923,984 307,400 - - - - 1,231,384 11005 CITY MANAGER 494,098 238,577 732,675 35,740 - - - - 768,415 11505 PUBLIC AFFAIRS 452,110 183,106 635,216 268,790 - - - - 904,006 11605 ECONOMIC DEVELOPMENT ------12005 CITY CLERK 241,178 117,206 358,384 168,900 - - - - 527,284 13005 CHARTER ENFORCEMENT - - - 50,000 - - - - 50,000 20005 HUMAN RESOURCES 487,882 190,612 678,494 180,679 - - - - 859,173 21005 FINANCE 844,387 374,150 1,218,537 102,295 - - - - 1,320,832 22005 INFORMATION TECHNOLOGY 1,372,106 584,227 1,956,333 2,762,985 629,193 - - - 5,348,511 30005 CITY ATTORNEY 260,838 144,742 405,580 309,800 - - - - 715,380 40005 PLANNING & ZONING 772,855 331,282 1,104,137 310,084 - - - - 1,414,221 50005 GENERAL GOVERNMENT 567,500 - 567,500 2,412,362 - 940,000 1,914,058 190,000 6,023,920 60005 POLICE 15,680,595 8,138,274 23,818,869 1,845,922 348,383 - - - 26,013,174 70005 BUILDING 2,772,844 1,180,430 3,953,274 405,417 - - - - 4,358,691 71005 CODE COMPLIANCE 1,030,728 422,980 1,453,708 57,748 - - - - 1,511,456 80005 PUBLIC WORKS 1,887,677 924,336 2,812,013 2,035,665 98,600 - - - 4,946,278 90005 PARKS & RECREATION 3,038,283 937,689 3,975,972 2,498,139 20,500 - - - 6,494,611 FY 2020 ADOPTED BUDGET $ 30,421,689 $ 14,172,987 $ 44,594,676 $ 13,751,926 $ 1,096,676 $ 940,000 $ 1,914,058 $ 190,000 $ 62,487,336
FY 2019 ADOPTED BUDGET(2) $ 28,288,926 $ 12,962,038 $ 41,250,964 $ 13,757,507 $ 1,579,199 $ 1,712,799 $ 1,917,379 $ 162,500 $ 60,380,348
FY 2020 v. FY 2019 INCREASES (DECREASES) $ 2,132,763 $ 1,210,949 $ 3,343,712 $ (5,581) $ (482,523) $ (772,799) $ (3,321) $ 27,500 $ 2,106,988 Percent Change 7.54% 9.34% 8.11% -0.04% -30.55% -45.12% -0.17% 16.92% 3.49%
(1) Operating Transfers include $440,000 to the CIP Fund, $300,000 to the Infrastructure Replacement Fund and $200,000 to the OPEB Liability Fund. (2) Does not include approved amendments to the budget and/or carryovers of previous year's projects.
➢ General Fund Expenditures: Total expenditures are projected to be $62,487,336, a 3.5% increase over the prior years adopted expenditure projection of $60,380,348. Following are highlights of the General Fund Expenditure budget for FY 2020:
o Projected personnel expenditures are $44,594,676 that includes a 1.5% COLA increase, up to a 2% merit increase and a 6% health insurance increase. In FY 2020, the City will be adopting a 40-hour work week schedule for its non-sworn employees, consistent with the 40-hour work week of sworn employees. o Projected operating expenditures are $13,751,926 which includes funding related to public safety, full programming at Doral Glades Park, and fleet maintenance operations. o Projected capital expenditures are $1,096,676, a decrease of $482,523 (-40.7%) below FY 2019 and includes funding for IT infrastructure, replacement of vehicles and equipment in the Police department, along with equipment and capitalizable services in the Public Works department. o Projected operating transfers out of $940,000, debt service payments of $1,914,058 and grants and aids of $190,000.
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FY 2020 GENERAL FUND SUMMARY
ADOPTED AMENDED YEAR-END DEPT ACCOUNT ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED % NO CLASSIFICATION FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 CHANGE BEGINNING FUND BALANCE 75,784,453 64,343,604 71,405,562 71,405,562 71,405,562 57,228,344 57,228,344
REVENUES TAXES 36,219,621 40,458,466 41,159,397 41,159,397 40,631,993 40,781,864 40,781,864 LICENSES & PERMITS 7,489,660 9,345,706 7,670,000 7,670,000 9,296,386 8,463,000 8,463,000 INTERGOVERNMENTAL 5,771,694 6,261,782 6,381,244 6,381,244 6,482,374 6,935,223 6,935,223 CHARGES FOR SERVICES 2,052,442 2,275,117 2,689,195 2,689,195 2,676,253 2,982,237 2,982,237 FINES AND FORFEITS 483,341 1,813,905 1,493,500 1,493,500 2,070,000 1,730,000 1,730,000 MISCELLANEOUS 1,526,366 1,249,188 987,012 1,487,012 4,063,071 1,595,012 1,595,012 TOTAL REVENUES 53,543,123 61,404,164 60,380,348 60,880,348 65,220,077 62,487,336 62,487,336
OTHER RESOURCES RESERVES - IN USE OF FUND BALANCE 11,440,849 ------PRIOR YEAR OPERATING BALANCES - - - 27,442,956 27,442,956 - - TOTAL OTHER RESOURCES 11,440,849 - - 27,442,956 27,442,956 - -
TOTAL AVAILABLE RESOURCES 64,983,972 61,404,164 60,380,348 88,323,304 92,663,033 62,487,336 62,487,336
EXPENDITURES BY DEPARTMENT: 10005 CITY COUNCIL 1,119,904 1,080,671 1,181,948 1,181,948 1,181,948 1,231,384 1,231,384 4.2% 11005 CITY MANAGER 812,686 651,346 690,217 690,217 614,279 741,699 768,415 11.3% 11505 PUBLIC AFFAIRS 669,606 644,817 732,012 732,012 724,462 904,006 904,006 23.5% 11605 ECONOMIC DEVELOPMENT(4) 311,994 414,043 401,745 401,745 401,745 - - -100.0% 12005 CITY CLERK 496,326 394,201 712,465 712,465 597,465 499,004 527,284 -26.0% 13005 CHARTER ENFORCEMENT - - 50,000 50,000 - 50,000 50,000 0.0% 20005 HUMAN RESOURCES 576,181 692,322 787,936 817,936 787,936 859,173 859,173 9.0% 21005 FINANCE 1,027,594 1,015,493 1,164,544 1,183,059 1,183,059 1,320,832 1,320,832 13.4% 22005 INFORMATION TECHNOLOGY 4,800,516 4,465,539 5,564,125 6,502,867 6,302,098 5,208,511 5,348,511 -3.9% 30005 CITY ATTORNEY 583,686 543,695 743,926 743,926 554,759 678,786 715,380 -3.8% 40005 PLANNING & ZONING 867,138 791,405 1,084,775 1,312,023 1,283,112 1,399,221 1,414,221 30.4% 50005 GENERAL GOVERNMENT 4,364,301 4,200,431 5,249,803 4,828,375 5,065,999 5,634,478 5,083,920 -3.2% 60005 POLICE 23,607,235 20,630,345 23,790,455 25,300,745 25,179,745 25,738,364 26,013,174 9.3% 70005 BUILDING 4,005,606 3,715,534 4,328,027 4,353,683 4,343,976 4,358,691 4,358,691 0.7% 71005 CODE COMPLIANCE 1,261,107 1,326,153 1,450,699 1,450,699 1,450,271 1,548,352 1,511,456 4.2% 80005 PUBLIC WORKS 3,980,570 5,028,357 4,783,768 17,998,280 9,670,585 4,900,224 4,946,278 3.4% 90005 PARKS & RECREATION 12,259,522 7,747,855 5,951,104 18,350,526 18,343,056 6,474,611 6,494,611 9.1% TOTAL EXPENDITURES 60,743,972 53,342,207 58,667,549 86,610,505 77,684,495 61,547,336 61,547,336 4.9%
INTERFUND TRANSFER OUT (2) 4,240,000 1,000,000 1,712,799 1,712,799 1,712,799 940,000 940,000
TOTAL GENERAL FUND EXPENDITURES 64,983,972 54,342,207 60,380,348 88,323,304 79,397,294 62,487,336 62,487,336 3.5%
USE OF FUND BALANCE 11,440,849 ------PRIOR YEAR OPERATING BALANCES - - - 27,442,956 27,442,956 - -
ENDING FUND BALANCE(3) $ 64,343,604 $ 71,405,562 $ 71,405,562 $ 43,962,606 $ 57,228,344 $ 57,228,344 $ 57,228,344
15% REQUIRED RESERVE $ 13,248,496 $ 9,373,100 $ 9,373,100 *Includes approved amendments to the budget and/or carryovers of previous year's projects.
NOTES: (1) Operating expenditures (excluding Capital Outlay & Operating Transfers to Other Funds) Total: $60,450,660 (2) Interfund Transfers Out are budgeted from General Government (3) FY 2017-18 Fund Balance reflects a difference of $505,533 when compared to financial statements, due to presentation difference for OPEB Fund (4) Economic Development was transfered to Planning & Zoning Department
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SPECIAL REVENUE FUNDS & OTHER FUNDS
The adopted budget for all other funds is $18,051,404 which is 22.4% of the overall budget broken down in the following funds:
o The Transportation Fund is projected to receive $6,978,203 in revenues, which includes a use of $4,205,786 of fund balance reserves; expenditures are projected to be $6,978,203 which includes: $392,061 in personnel expenditures, $2,565,142 in operating expenses and $4,021,000 in capital outlay. o The Park Impact Fee Fund is projected to receive $260,000 in revenues; expenditures are projected to be $20,000 for capital outlay and $240,000 to fund balance. o The Police Impact Fee Fund is projected to receive $1,403,860 in revenues, which includes a use of $898,860 of fund balance reserves; expenditures are projected to be $1,403,860 in capital outlay. o The Peoples Transportation Fund is projected to receive $2,817,739 in revenues and expenditures are projected to be $2,143,222; which includes $1,957,222 in operating expenses and $186,000 in capital outlay and $674,517 to fund balance. o The Building Technology Fund is projected to receive $221,000 in revenues and expenditures are projected to be $200,000 in capital outlay and $21,000 to fund balance. o The Debt Service Fund is projected to receive $2,439,762 in revenues; expenditures are projected to be $2,439,762; and use $574 of fund balance reserves. o The Capital Improvement Fund is projected to receive $440,000 in operating transfers in; use $10,000 of fund balance reserves; and expenditures are projected to be $450,000 for capital outlay. o The Park General Obligation Bond Series 2019 Capital Project Fund is projected to receive $130,000 in revenues; expenditures are projected to be $124,744; and $5,256 to fund balance. Refer to the fund section of the budget for details on the use bond proceeds and adopted bond projects.
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o The Stormwater Fund is projected to receive $4,540,000 in revenues; expenditures are projected to be $4,515,613, which includes $182,464 in personnel expenditures; $1,499,150 in operating expenses; $2,169,000 in capital outlay; $664,999 in debt service; and $24,387to fund balance.
SUMMARY OF MAJOR BUDGET HIGHLIGHTS
There are some expenditures that remain out of our purview such as medical and insurance costs and legislative/policy actions at the federal and state levels that may impact our financial forecasts, but with a proper budget plan the City may mitigate the impact of these challenges.
Our tax dollars are improving the City by:
✓ Investing in police outreach initiatives and increasing public safety ✓ Building new parks for its families ✓ Connecting roads, adding sidewalks, and building out critical infrastructure
The FY 2020 Adopted Budget contains funding for on-going services to the community. The following are the highlights:
• Funding to hire fifteen (15) additional Officers, four (4) Sergeants, two (2) PSAs, two (2) Park Rangers, and (1) Executive Officer to the Chief of Police to provide community policing and enhanced police visibility • Revitalizing Police Department’s aging fleet through the acquisition of police vehicles • Funding to hire a Constituent Services Coordinator to strengthen communication with community. • Programming and operation of Doral Glades Park • Improvement of Batting Cages at Doral Legacy Park • Funding to hire three (3) Auto Maintenance Technicians to provide in house fleet maintenance for City vehicles • Continue roadway construction, milling, resurfacing and beautification projects • Citywide intersection improvements • Funding to hire a Fixed Asset & Purchasing Coordinator to continue the City’s goal of organizational effectiveness. • Stormwater improvements • Continued canal stabilization and maintenance projects • Continue the City’s safety and security technologies on the trolleys • Catch Basin Maintenance Program • Integration by the Building Department to an online permitting system that is outward facing • Procure data analytics platform that leverages artificial intelligence (AI) to help cities understand citizen feedback for better governance and communication • Continue quarterly mailing of newsletter to all homes to strengthen communication campaigns • Expand advertising, marketing, and strategic partnerships to strengthen branding and business attraction in local, regional, and new markets • Computer device upgrades for Departments to optimize use of new technology and improve efficiency
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• Citywide implementation of smart system solutions that will enhance transparency of City operations • Improve our customer services through training programs
Details of the adopted expenditures are included within each departmental narrative in the adopted budget sections of this book.
CONCLUSION
In my first year as your City Manager, I would like to express my sincere appreciation to the members of the City Council for their continued guidance and support throughout the development of this adopted budget. Developing a balanced budget was a time-intensive and challenging process. There were many difficult trade-offs to thoughtfully consider. I believe that my team and I have risen to the occasion and that I am proposing a budget that will address our organization's highest priorities for the upcoming fiscal year. This is a budget that will deliver the quality services that our residents expect.
I want to thank everyone who assisted in the development of this year’s budget proposal, including the department directors and all City departments. Special recognition is extended to the Finance department for their outstanding efforts in the development of this budget, as well as managing the public dollars entrusted to be used in a prudent manner.
The FY 2020 Adopted Budget was formally presented to City Council at the first public hearing on September 10, 2019 and adopted at the second public hearing on September 24, 2019 at City Hall. I look forward to working with you, our neighbors, and our team of public servants as we move forward as a City into our next fiscal year.
Albert P. Childress, M.B.A., M.P.A., ICMA-CM
City Manager
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STRATEGIC PLAN
BACKGROUND
The City of Doral’s strategic planning process establishes priorities for the upcoming fiscal year which are addressed in the budget development process for the upcoming fiscal year. Each year’s strategic plan has resulted in significant accomplishments. A complete list of these accomplishments will be found in the report, Strategic Plan Action Status, available on the City’s web site.
For 2019/2020, the City will continue to complete projects from prior strategic plans while adding new projects that will continue to position Doral as a preferred live, work, invest, learn, and play community. As the City has continued to refine its strategic plan, a broader understanding of the future has developed as well as greater skill and expertise. In 2019/2020, the focus will be on the following.
Experiencing quality of life Improving the quality of life in the City through focusing on five key experiences which are:
• Safety • Opportunity • Mobility • Play • Information and control
Effective and Efficient Government
Financial Planning This focus generates seven (7) strategic focus areas. In summary, this will be the work focus for FY 2019/20. It is important to state that the work from prior strategic plans continues as much work is multi-year in nature. City staff continuously manage the work plans generated from each strategic plan.
CONTEXT ANALYSIS
The context analysis provides a description of the current assets, challenges, issues and opportunities facing the City. It does this through a set of scenarios which describe potential futures that could emerge. This is not an attempt to predict the future, but rather to recognize that various futures are possible and that a strategic plan should recognize those futures. Recognizing futures enables a City to see opportunities or threats and respond proactively and in a timely manner.
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There are four scenarios which could emerge in Doral. Each year’s strategic plan seeks to ensure the City is well prepared to respond to whichever scenario or combination of scenarios emerge. Described in greater detail below, scenarios 1 and 2 are positive and complement each other. Scenario 3 creates a more challenging economic development environment while scenario 4 creates a more challenging public revenue environment. The strategic plan seeks to position the City to effectively respond to all four scenarios through a matrix of strategies as shown in table 1. Table 1 includes the work of multiple strategic plans, so it addresses more than one year’s focus.
Table 1: How the City’s strategies prepare it for any scenario Scenario 1: Scenario 2: More Scenario 3: Loss of Scenario 4: Strategy/Scenario Projected growth international commercial/industrial Housing market occurs business properties adjustment Fiscal sustainability City builds reserves City builds reserves City has the financial strategies & City has the financial and make needed and make needed resources to infrastructure resources to adapt investments investments manage through investment City has such high City develops the City develops the quality features that Quality of Place features that attract features that attract City keeps a balance of impacts of an strategies residents and residents and property types. adjustment are businesses businesses lessened in Doral City develops City develops Mobility options Mobility options keep Transportation mobility options that mobility options that help keep Doral a Doral as a preferred place strategies meet the needs of meet the needs of preferred place to for business the community businesses live Smart City tools Residents have Options keep the Businesses can have the help keep Doral a Smart City strategies access to leading City in the forefront technology that eliminates preferred place to technologies for businesses any need to relocate. live. Adequate range of Market adjustment Employee housing Workforce housing housing types so that No need to relocate for makes workforce not a barrier but a strategies all services are housing housing more strength available available High quality, High quality, affordable affordable services Organizational High quality, High quality, services reduce need to make the City a efficiency strategies affordable services affordable services relocate preferred place to live. The viability and Communication Residents are Businesses are Business concerns are livability of the City strategies informed informed addressed are well known Economic Creates more high Provides more Loss is mitigated by Better paying jobs diversification paying jobs for diverse business diversification mitigate this strategies residents groups Maintain Doral as a Maintain Doral as a Maintain Doral as a Public safety strategies preferred place to preferred place to Prevents blight and decline preferred place to live do business live
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VISION
The vision statement for the City is: “A premier community in which to live, work, invest, learn, and play”. This vision represents the Mayor and Council’s vision that Doral is not only a full-service City from a public services perspective, but that it also is an economically vibrant City that offers a full range of amenities such that people would choose it not only as a place to work but as a place to live and engage in community activities. This vision requires the City to balance the needs of businesses with those of residents and provide a full range of public services to meet those needs and expectations.
MISSION
To serve our community by relentlessly pursuing the highest quality of life through the delivery of efficient, sustainable, transparent, ethical and accountable government.
VALUES
• Efficiency, effectiveness and continuous improvement • Order • Accessibility and transparency • Product-oriented
STRATEGIC FOCUS AREAS
There are seven strategic focus areas in this new plan. These are:
• Safety • Opportunity • Mobility • Play • Information and control • Efficient and effective government • Financial planning
The prior strategic focus areas identified in earlier plans are still being addressed as needed to complete those plans.
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PRIOR STRATEGIES STATUS
Communication. This strategy has both internal and external components. Internally the intent is that City staff improve communications across internal organizational lines. Externally the intent is to better inform the public of City activities, make the actions of the City even more transparent, and communicate to publics outside of Doral the distinctive strengths and characteristics of the City.
Smart City. This strategy also has internal and external components. Externally it is developing technology partnerships that make Doral a technology hub, thereby encouraging the growth of technology driven firms in the City. Internally, it is developing the infrastructure that will enable the City to operate more efficiently and effectively, improve internal communication and be better able to manage and analyze data in order to better understand issues related to the City.
Long Term Financial Sustainability and Infrastructure Investment Capacity. This strategy is focused on developing the tools and skills so that the City can better understand its long term financial picture, including the maintenance and operational costs of new capital investment.
Organizational Efficiency. The intent of this is for the City to determine both technology investments and process redesign options that will enable the City to serve a population of 80,000 without necessarily adding staff based on prior staffing ratios.
Transportation. The intent of this strategy is to maintain a focus on meeting the growing transportation demands placed upon the City. The specific challenges at this point are demonstrating the impact of the region on Doral and developing partnership strategies to meet those demands.
Workforce Housing. Given the rising costs of housing in Doral the concern is whether Doral would become less attractive to businesses relocating to the City or considering expansion because of housing costs. Recognizing that the City does not have sufficient data to answer that question at this point, the major focus of this strategy is a better understanding of the topic.
Quality of Place. Recognizing live/work/play the City needs open space, recreational features, and basic services to maintain a high quality of place. The intent of this strategy is to delineate future needs of open space and analyze the financial and legal options for obtaining that open space as well as other strategies to maintain a high quality of place.
Economic Diversification. This strategy seeks to enhance the resiliency of the City by diversifying its economy, creating higher pay jobs and supporting businesses that add greater value to their business sector.
Public Safety. This strategy seeks to ensure Doral is a highly safe community for residents, businesses and visitors. A safer City will serve to attract both businesses and new residents.
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FISCAL YEAR 2019 - 2020 STRATEGIC PLAN GOALS
The following objective, strategies, and action steps were established for each goal:
Goal: Enhance Public Safety
Objectives: • Maintain Doral as a highly safe community • Maintain visibility of Police
Strategies: • Enhanced communication about public health topics • Enhanced community Police presence
Action Steps: • Send information and updates about landfill analysis to homeowners • Examine use of Police Service Aides to police parking infractions during peak times • Examine functions of School Resource Officers with respect to traffic enforcement • Review alternative companies for red light cameras • Establish Park Ranger positions
Goal: Support the growth of opportunity for businesses to develop and grow in the City
Objectives: • Increase the number and proportion of higher wage jobs • Attract new residents for whom the housing of the City is affordable
Strategies: • Support the growth and retention of existing businesses • Expand the marketing effort of the City to attract new businesses
Action Steps: • Increase the assistance provided to local small business • Review grants program • Develop a proactive retention effort • Identify key target demographics • Develop a global marketing effort • Develop a brand for Downtown • Open the Visitors Center • Seek National and International Conferences • Develop a Super Bowl plan • Enhance communication of City’s success to the community
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Goal: Improve mobility in the City
Objectives: • Increase the experience of persons using the Trolley system or other forms of transport in the City • Expedite transportation and mobility projects • Reduce negative impacts on residential communities of commercial related transport activities
Strategies: • Enhance existing features • Improve the processes for project development and transportation management
Action Steps: • Develop a plan to expand shelters at trolley stops • Replace missing street lights • Develop strategy to expedite County reviews and projects • Identify alternatives and issues regarding advertising on trolleys or at trolley stops • Develop approach to managing large truck deliveries in commercial areas with short driveways
Goal: Enhance the recreational experience offered by the City
Objectives: • Enhance programming options for residents • Develop policies to ensure best interests of the community are met in the use of its facilities • Examine costs and benefits of additional recreational infrastructure
Strategies: • Enhance senior programming • Enhance inclusiveness of facilities • Examine amphitheater • Revise special events policy • Enhance teen programming • Enhance youth baseball
Action Steps: • Identify alternative to increase senior programming • Research status of Meals-on-Wheels program • Complete ADA study • Develop three options for future consideration of an amphitheater • Develop a policy regarding outdoor events in City parks, including deposits • Develop a policy regarding non-profit use of City parks
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• Develop a communications plan for adjacent neighborhoods • Continue safety training of Park’s staff • Ensure consistent application of Park rules regarding various programs • Continue to provide youth baseball recreational programming in-house • Develop bid and fee system for travel baseball
Goal: Increase residents awareness and understanding of City services and regulations
Objectives: • Ensure regulatory requirements are current and appropriate • Strengthen communication with the community • Improved customer service
Strategies: • Update codes and regulations • Strengthen constituent services • Improve the customer experience
Action Steps: • Review and update the City’s land development code • Update regulations for yard signs • Revisit the five-year deadline for sign compliance • Update regulations for LED signs • Modify 311-like app • Develop a system and process so that responses acknowledging receipt of request to inquiries are made within 24 hours • Develop a plan for a Director of Constituent Services position • Develop processes to ensure that the City speaks with one voice • Increase the speed with which City accomplishments are communicated to the Community • Improve software in Building Department • Establish a single point of contact for persons seeking a permit • Increase collaboration and improve permitting process among Building, Code Enforcement, and Planning and Zoning • Improve customer service in the reception area • Revise and add internal target metrics • Display more metrics externally • Develop additional metrics
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Goal: Increase organizational effectiveness
Objectives: • Continue to improve organizational efficiencies • Continue to provide services that are a good value for the cost • Continue to build a culture of superior performance
Strategies: • Focus on accountability • Greater attention to detail • Focused capital projects management • Ensure current positions are appropriately classified
Action Steps: • Hold weekly review meetings • Implement a tracking system for all work assignments • Hold weekly reviews regarding critical topics and/or areas where performance needs to be improved • Issue RFQ for firm for bond management • Examine internal vs. external firms for project management and project design • Evaluate job descriptions and salaries for capital project related positions • Conduct a pay and classification study
Goal: Strengthen the financial viability of the City
Objectives: • Ensure the City is obtaining a fair share of public revenues • Ensure public revenues are adequate for current and future needs and priorities • Ensure a competitive tax environment is sustained
Strategies: • Proactive annexation • Infrastructure status monitoring • Revenue analysis • Renewal and replacement planning
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Action Steps: • Monitor status of annexation and determine need for independent action • Report on status of City roads and related infrastructure • Explore non-traditional revenue sources such as naming rights • Analyze impact fees and update as needed • Conduct fee review study • Keep R&R plan current
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GUIDE FOR READERS
The Fiscal Year 2019-2020 Annual Budget for the City of Doral, Florida is intended to serve four purposes:
THE BUDGET AS A POLICY GUIDE able to reflect the changing priorities of its community. As a policy document, the budget serves to inform the reader about the organization and its THE BUDGET AS AN OPERATIONS policies. The budget includes organization-wide GUIDE financial and programmatic policies and goals that address long-term concerns and issues, as well as As an operations guide, the budget details how its short-term financial and operational policies departments and the General Fund are that guide the development of the budget for the organized. The budget informs the reader of all upcoming year. This budget document details the the activities, services and functions carried out services the City will be providing during the by each department. In addition, the budget twelve-month period from October 1, 2019 provides for performance measurements of through September 30, 2020. The departmental organization-wide objectives to aid in monitoring budget sections provide goals, objectives and the progress of the City. Each departmental activity reports for each department. budget section includes a description of the department’s function, its goals and objectives, THE BUDGET AS A FINANCIAL PLAN activity reports, authorized positions, budget highlights and the budgetary appropriation. As a financial plan, the budget details the costs associated with providing municipal services and THE BUDGET AS A how the services will be funded. The General COMMUNICATION DEVICE Fund Section includes a summary and detailed description of all revenues and expenditures. The As a communication device, the budget provides budget document explains the underlying summary information to aid the reader in assumptions for the revenue estimates and interpreting the document. Charts, graphs, tables discusses significant revenue trends. In addition, and text are included in every section to there is discussion of the City’s accounting consolidate the information. The budget structure and budgetary policies. The City of document also includes a detailed table of Doral, as virtually every other government, has contents. Finally, the budget includes the Budget provisions for amending the budget during the Message Section, which provides readers with a fiscal year. This is essential as priorities change condensed analysis of the fiscal plans of the City and emergencies are encountered requiring the for the upcoming year. revision of the yearly budget. This is a normal and wise practice that is essential for the City to be
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HOW TO USE THIS DOCUMENT
We have made every effort to make this book as easy as possible to read, but we understand just how difficult it can be to find what you are looking for in such a complex document. To make your search easier, we have provided a number of tools to assist you.
Organization of this Book
The main Table of Contents starts on page 2 and provides an overview of the different sections of the book.
The City of Doral’s Annual Budget is divided into different sections: Introduction, Budget Overview, General Fund Budget, Special Revenue Funds Budget, and Other Funds.
Introduction – This section contains the City Manager’s Budget Message, Strategic Plan, Guide for Readers, How to Use this Document, and a Government history, overview, organizational chart, and a position summary.
Budget Overview - This section contains a discussion of our financial policies, an overview of the budget process and an introduction to fund budgeting for Fiscal Year 2020, as well as, the Capital Improvement Element and Five-Year Financial Plan.
General Fund Budget - This section contains a detailed revenue summary and explanation, expenditure summary, and a breakdown of each department which includes its function, objectives, performance indicators, progress report, authorized positions and budget highlights.
Special Revenue Funds Budgets – This section contains a detailed revenue and expenditure summary for the Transportation Fund and the People’s Transportation Plan Fund.
Other Funds - This section contains a detailed revenue and expenditure summary for the Parks Impact Fee Fund, Police Impact Fee Fund, Building Technology Fund, Bond Debt Service Fund, Capital Improvement Fund, Infrastructure Replacement Fund, General Obligation Bond Fund, Series 2019, Stormwater Fund, and Other Post-Employment Benefits Fund.
A Glossary of the terminology used in this document that is either technical in nature or unique to the City of Doral. Each term is given a short entry that defines it within the context that we use the term.
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Sample Department Section for FY 2020 Budget
• Title - Indicates the name of the department • Table of Organization - An organizational chart showing the breakdown of divisions and staff headcount for the department. • Department Function - A brief description of the department’s mission or purpose, overview of major duties, services or functional responsibilities. • Accomplishments (for Prior Fiscal Year) - List of prior year accomplishments and status of current year budget initiatives that support the City’s Strategic Goals. • Objectives (for Future Fiscal Year) - Lists anticipated accomplishments for the department as they relate to the City Council’s Budget Priorities and Strategic Goals by area. When applicable, the objective should be specific, measurable, aggressive/ attainable, results oriented and time bound. • Activity Report - This communicates the activity or performance data for the department, focusing on results and accomplishments that link to the department’s goals and objectives. • Strategic Priorities Chart - This chart lists the department’s strategic priorities linked to a specific area of the City’s Strategic Plan; along with the associated project description and cost for that fiscal year. • Budget Highlights - List of enhancements, initiatives or significant changes in expense budget line items of the department’s adopted budget. (Reflect budget line items that have a variance of +/- 5%) • Authorized Positions Chart - A summary of budgeted positions counts that includes budgeted for two prior years, current year budgeted, proposed or adopted budget and annual salary figure. • Budget Summary - A summary of budgeted revenues and expenditures that includes actuals for two prior years, current year budgeted, seven-month current year actuals, year-end estimates and proposed or adopted budget.
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GOVERNMENT
The Doral City Council consists of a Mayor and four Council Members. Elected at large, the Mayor serves a four-year term and the four Council Members serve staggered four-year terms. Under the City’s Charter, the City Council is the policymaking body. Authority is vested in the Council to enact ordinances, hold public hearings, approve contracts, establish assessments, and authorize construction of all public improvements.
Doral operates under a Mayor-Council-Manager form of government. Policymaking and legislative authority are vested in a governing council consisting of the Mayor and four other Council members. The Council, which is elected at large, is responsible among other things, for passing ordinances and resolution, adopting the annual budget, appointing the City Manager, City Clerk and City Attorney. The City Manager is responsible for carrying out the policies and ordinances of the Council, for overseeing the daily operations of the government, and for appointing the heads of various departments.
The members of the City Council also serve as the Local Planning Agency responsible for the development of the City’s Comprehensive Development Master Plan.
Tax Authorities
Taxing Authorities Set Tax Rates
The Property Appraiser is not a taxing authority, but a governmental function that is mandated by State Law to assess the value of all properties within Miami-Dade County using criteria set forth by Chapter 193 of the Florida Statutes. As property owners and taxpayers consider the tax rates set by the Taxing Authorities, they should give close attention to tax rates or “millage” changes of those Taxing Authorities. The millage or tax rates are set by the various taxing authorities within whose jurisdiction the property is located.
The taxing authorities are authorized by State Statute to levy taxes on real estate and tangible personal property to fund their operations and services as provided by their annual budgets. The tax rate is determined by dividing the taxing authority’s proposed budget using property taxes by the total taxable value of all non-exempt property within their taxing district; reference the following formula:
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Tax Limitations on County Commission and Cities
• Non-Homestead Cap: Constitutional Amendment 1 limits increases in the annual assessment of non-homestead properties to 10%. • Save Our Homes: Amendment 10 is a benefit of the homestead exemption, which limits the maximum that the assessed value of a home can be raised to 3%, or the CPI, whichever is lower (with some exceptions). • Granny Flat Assessment Reduction: Homestead property owners who add living quarters for a parent or grandparent can apply to have all or part of the value of the new construction deducted from the assessment. • Portability Transfer of Homestead Assessment Difference: Homeowners can transfer the difference between the assessed and market value from their previous Homestead Property to another Homestead Property, up to $500,000.
The Millage Rates of the Taxing Authorities
When the total taxable value (the total assessed value of all individual properties in the City added together after exemptions) of the tax roll increases from one year to the next year, the Taxing Authorities (County Commission, Municipalities, School Board, etc.) are required by State Law to begin their budget with a roll-back of the millage rate which will generate the same revenue as in the previous year.
The Property Appraiser is responsible for certifying to each Taxing Authority the annual taxable value. Each Taxing Authority then must compute a roll-up or a roll-back millage rate and a proposed millage. The “roll-back millage” rate is the millage rate, or tax rate that the Taxing Authorities must use as a basis for computing any increase in their annual budgets. The term “rolled back” is used to describe the economic conditions of total taxable value in the prior year and the amount of monies raised by ad- valorem taxes. It does not relate to the rate of change in the millage.
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CITY HISTORY
In the late 1950s, real estate pioneer Doris and Alfred Kaskel purchased 2,400 acres of swampland between NW 36 Street and NW 74 Street and from NW 79 Avenue to NW 117 Avenue for about $49,000 with the intention of building a golf course and hotel. In 1962, the Kaskel's dream came true when they opened a hotel and country club that featured the Blue, Red and Par 3 golf courses. They named it Doral - a combination of Doris and Alfred.
As Doral's very first structure, the Doral Hotel and Country Club became the area's hot spot. In the second year of operation, the Kaskels hosted the first Doral Open Invitational, Florida's major PGA event. Alfred offered $50,000 in prize money to attract well-known golfers. To put it in perspective, according to the South Florida Golf Foundation, there were only three other tournaments being held in Florida at the time with a combined total of $65,000 prize money. Today, the resort is owned and operated by the Trump Organization and called “Trump National Doral Golf Club”, it is internationally famous for its golf courses and hosted many annual PGA Tour Tournaments.
Beginnings of a Community
In the early 1980’s Doral started to grow. In 1984, the Kaskels’ grandson, Bill Kaskel developed the Doral Estates community. Later, the real estate developer joined Lennar Homes in a partnership to build the Doral Park Neighborhood. Doral’s first communities were the foundation of a thriving residential community.
Although there were already hundreds of homes in Doral during the mid to late 1980’s, the city was isolated and relatively hidden. Cow pastures and farms were the prevailing landscape.
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Construction Boom
During the late 1980’s and early 1990’s, the area began to see more and more development. Because of its premier location just west of the Miami International Airport, commerce quickly began to take notice of this bedroom community and development took on feverish pace. During the mid-1980’s through today, the area has flourished with the development of the second largest economic and commercial area in the County.
Development arrived to Doral in three distinct waves: industrial warehousing followed by office and then residential. For years, the area has served as the industrial heart of international trade and shipping services for nearby Miami International Airport, including the Miami Free Zone.
Rapid growth and local issues during the early 1990s inspired a movement to incorporate the area. And, although the initial efforts for incorporation met with resistance from Miami-Dade County and the process was long and arduous, the City successfully incorporated on June 24th, 2003. Ninety-two percent (92%) of the registered voters of Doral voted to adopt the municipal charter and thus created the City.
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Present Day
Today, the City is known as the largest warehouse and office submarket in the County and the fastest growing market for new single-family homes.
More than 68,000 residents currently live in Doral, making it the fastest growing City in the State of Florida and the 11th in the Country. The City of Doral also has numerous hotels being built in response to demand from business travelers. It is a unique combination of residential, resort, commercial, and industrial communities that attract people to Doral.
The City of Doral has come a very long way in a very short time and is attracting positive attention from Fortune 100 corporations, mom-and-pop businesses, young families and retirees. More and more people are choosing Doral every day – “to Live, Work, Learn, and Play”.
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CITY OVERVIEW
City of Doral incorporated on June 24, 2003, it is one of thirty-four municipalities in Miami- Dade County, Florida. Conveniently located just one mile from Miami International Airport and twelve miles from Downtown Miami, our City is home to approximately 68,244 residents and regularly hosts in excess of 100,000 people who work within the City. The City of Doral occupies a land area of 15 square miles bordered on the west by the Ronald Reagan Turnpike, to the north by the Town of Medley, to the east by the Palmetto Expressway and to the South by the City of Sweetwater.
Economics
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Awards & Accolades
❖ Certificate of Achievement for Excellence in Financial Reporting ❖ Playful City USA ❖ Tree City USA ❖ Best City in Florida for Business Start-ups – BusinessWeek ❖ Third Best Place in the USA to Retire – US News & World Report
* Source: 2017 Economic Snapshot * Sources University of Florida, Bureau of Economic Research, Estimates of Population. * United States Census Bureau
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CITY OF DORAL ORGANIZATIONAL CHART
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CONSOLIDATED POSITION SUMMARY
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CITY OF DORAL CONSOLIDATED POSITION SUMMARY
AMENDED AMENDED BUDGET BUDGET BUDGET BUDGET ADOPTED DEPARTMENT FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Mayor & City Council Charter Compensation 5 5 5 5 5 Full Time Salaries 5 5 5 5 5 Total 10 10 10 10 10 Office of the City Manager Administrative Salaries 2 2 2 2 2 Full Time Salaries 4 4 2 2 2 Other Salaries 1 1 0 0 0 Total 7 7 4 4 4 Division of Public Affairs Full Time Salaries 6 6.5 5.5 6 7 Total 6 6.5 5.5 6 7 Division of Economic Development Full Time Salaries 2 2.5 2.5 2 0 Total 2 2.5 2.5 2 0 City Clerk Administrative Salaries 1 1 1 1 1 Full Time Salaries 2 2 2 2 2 Total 3 3 3 3 3 Human Resources Department Administrative Salaries 1 1 1 1 1 Full Time Salaries 4 4 5 5 5 Other Salaries 31 22 6 6 6 Total 36 27 12 12 12 Finance Department Administrative Salaries 1 1 1 1 1 Full Time Salaries 10 10 10 10 11 Other Salaries 1 1 1 1 1 Total 12 12 12 12 13 Information Technology Department Administrative Salaries 1 1 1 1 1 Full Time Salaries 13 16 16 17 17 Total 14 17 17 18 18 Office of the City Attorney Administrative Salaries 0 0 0 1 1 Full Time Salaries 0 0 0 2 1 Total 0 0 0 3 2
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CITY OF DORAL CONSOLIDATED POSITION SUMMARY
AMENDED AMENDED BUDGET BUDGET BUDGET BUDGET ADOPTED DEPARTMENT FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Planning & Zoning Department Administrative Salaries 1 1 1 1 1 Full Time Salaries 8 9 9 9 10 Total 9 10 10 10 11 Police Department Administrative Salaries 1 1 1 1 1 Full Time Salaries - Sworn 138 143 141 161 180 Full Time Salaries 40 47 48 51 55 Other Salaries 1 1 1 1 1 Total 180 192 191 214 237 Building Department Administrative Salaries 1 1 1 1 1 Full Time Salaries 36 37 37 35 35 Other Salaries 2 1 1 2 2 Total 39 39 39 38 38 Code Compliance Department Administrative Salaries 1 1 1 1 1 Full Time Salaries 14 15 15 15 15 Other Salaries 2 1 0 0 0 Total 17 17 16 16 16 Public Works Department Administrative Salaries 1 1 1 1 1 Full Time Salaries 27 29 31 34 36 Other Salaries 2 1 2 2 2 Total 30 31 34 37 39 Parks & Recreation Department Administrative Salaries 1 1 1 1 1 Full Time Salaries 31 37 37 37 37 Other Salaries1 N/A N/A N/A N/A N/A Total 32 38 38 38 38
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CITY OF DORAL CONSOLIDATED POSITION SUMMARY
AMENDED AMENDED BUDGET BUDGET BUDGET BUDGET ADOPTED DEPARTMENT FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Transportation Full Time Salaries 4 4 4 4 4 Total 4 4 4 4 4 Parks G.O. Bond - Series 2019 Full Time Salaries 0 0 0 0 1 Total 0 0 0 0 1 Stormwater Full Time Salaries 2 2 2 2 2 Total 2 2 2 2 2 Councilmembers Total 5 5 5 5 5 Administrative - Full Time Total 12 12 12 13 13 Sworn - Full Time Total 138 143 141 161 180 Full Time Total 208 230 231 238 245 Other Salaries - Part Time Total 40 28 11 12 12 Grand Total (Excluding Councilmembers) 398 413 395 424 450
1 Other Salaries - Pool of funds; not tied to a number of positions 2 Economic Development transfered to Planning & Zoning Department
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BUDGET OVERVIEW
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ANNUAL BUDGET PROCEDURES
In accordance with the City of Doral Charter, Article III, Section 3.04 – Powers and Duties of the Manager, the City Manager shall prepare and submit to Council a proposed annual budget and capital program. Charter Section 4.05 – Annual Budget Adoption further details the annual budget procedure as follows:
A. BALANCED BUDGET. Each annual budget adopted by the Council shall be a balanced budget.
B. SPECIFIC APPROPRIATION. The Budget shall be specific as to the nature of each category of appropriations. Reasonable appropriations may be made for contingencies, but only within defined spending categories.
According to Charter Section 4.06 – Appropriation Amendments During the Fiscal Year, Subsection (a) SUPPLEMENTAL APPROPRIATIONS and (b) REDUCTION OF APPROPRIATIONS, if, during any fiscal year revenues in excess of those estimated in the annual budget are available for appropriation, the Council may, by Ordinance, make supplemental appropriations for the fiscal year up to the amount of such excess. If, at any time during the fiscal year, it appears probable to the Manager that the revenues available will be insufficient to meet the amount appropriated, s/he shall report to the Council without delay, indicating the estimated amount of the deficit, and his/her recommendations as to the remedial action to be taken. The Council shall then take such action as it deems appropriate to prevent any deficit spending not covered by adequate reserves.
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BUDGETING AND ACCOUNTING BASIS
The accounts of the City are organized by funds and account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self- balancing accounts, which is comprised of its assets, fund equity, revenues and expenditures.
In Florida, it is a requirement that the budget submitted to the City Council is balanced. A balanced budget occurs when actual expenditures do not exceed received revenues.
As an operations guide, the budget details how departments and the general fund are organized. The budget informs the reader of all the activities, services and functions carried out by each department. Additionally, the budget provides for performance measurements of organization-wide objectives to aid in monitoring the progress of the City.
BUDGET BASIS
The basis of budgeting determines the timing for reporting measurements made on a cash or accrual basis in the City’s financial statements. As defined in the National Council on Governmental Accounting (NCGA) Statement I, the basis of accounting refers to when revenues, expenditures, expenses, transfers, and the related assets and liabilities are recognized in the accounts and reported in the financial statements. The accounting basis determines when the economic consequences of transactions and events are reflected in financial statements. The City uses a Cash Basis Accounting for budgeting; however, the City’s financial statements are prepared in conformance with GAAP.
ACCRUAL BASIS ACCOUNTING
Under the accrual basis of accounting, revenues are recognized in the accounting period in which they are earned and become measurable. Expenditures are recognized in the accounting period in which they are incurred. Since accrual accounting results in accounting measurements based on the substance of transactions and events, rather than when cash is received or disbursed, it enhances the relevance, neutrality, timeliness, completeness, and comparability of the information reported. Under GAAP, the accrual basis shall be used for the government-wide financial statements, proprietary funds and fiduciary funds.
MODIFIED ACCRUAL BASIS ACCOUNTING
Modified accrual basis accounting is used for governmental funds (general, special revenue, debt service and capital projects). Revenues are recognized in the accounting period in which they become available and measurable. The requirement that revenues be “available” distinguishes modified accrual revenue from that of the accrual basis. Available is defined as expected to be collected within twelve months after the fiscal period ended.
Under the modified accrual basis, expenditures are recognized in the accounting period during which services and goods are received and liabilities are incurred. CITY OF DORAL FY 2020 ADOPTED BUDGET 50 | P a g e
CASH BASIS ACCOUNTING
Under the cash basis, transactions are recognized only when cash changes hands. Cash basis financial statements omit recognition of assets and liabilities not arising from cash transactions, therefore they rarely present financial position or results of operations in conformity with GAAP. Cash basis accounting and reporting are not desirable practices because they permit distortions in financial statement representations due to shifts in the timing of cash receipts and disbursements relative to underlying economic events near the end of a fiscal period. The cash basis of accounting, which is used for budgetary purposes, is not an acceptable basis of accounting for the purpose of preparing the City’s GAAP financial statements.
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BUDGET SCHEDULE
The Office of the City Manager and the Finance Department are responsible for the development of the annual budget. As the schedule in the following page details, the budget process begins in March with Council’s Strategic Planning session. In March, the budget request forms are distributed to all departments. All departments are responsible for compiling budget figures, which are then reviewed and adjusted by the City Manager during a series of inter-departmental meetings. A key component of the budget process is our dependence upon the State, grants, and entitlements. Estimates for these revenue sources are provided by the State of Florida in late June and early July. The City incorporates the latest projections available into the budget.
The City Council must adopt a preliminary millage rate by August to be used on the Notice of Proposed Taxes which is mailed to all property owners by August 24th, 2019 by the Miami-Dade County Property Appraiser. In accordance with Florida Statutes, the tentative millage rate is adopted at the first public budget hearing in September and this rate cannot be increased at the second budget hearing. Additionally, the tentative millage rate cannot exceed the preliminary rate adopted by the City Commission except by re-notifying all affected property owners by mail.
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FY 2019 BUDGET CALENDAR
DATE RESPONSIBILITY ACTION REQUIRED
March 8-9, 2019 City Council City Manager Strategic Planning Meetings with City Council Department Heads Distribution of Munis Budget Worksheets and Budget Summaries March 15, 2019 Finance Department to Departments. Deadline for Submission of Department’s Year-End Finance Department April 5, 2019 Estimates for FY 2019 and FY 2020 Requests (including Department Heads Budget Worksheets & IT Requests). Finance Department Deadline for Submission of Department’s Year Five Year April 19, 2019 Department Heads Budget (FY 2021 -2024). City Manager FY 2019 Budget-to-Actual Estimates and FY 2020 Budget May 3, 2019 Finance Director Requests Reports to City Manager. City Manager 1st Round of Departmental Budget Review Meetings with City May 2-10, 2019 Finance Director Manager. Department Heads City Manager 2nd Round of Departmental Budget Review meetings with City May 15-16, 2019 Finance Director Manager. Department Heads Miami-Dade County Receipt of DR-420 Certification of Taxable Value from the June 30, 2018 Property Appraiser County. City Council July 31, 2019 Submission of Proposed Budget to the City Council. City Manager Special Hearing Presentation of Resolution Setting Proposed City Council August 1, 2019 Millage Rate for 2020 and Announcing the First and Second City Manager Budget Public Hearing Dates. Last day to advise the Property Appraiser’s Office of the City Manager August 2, 2019 Proposed Millage Rate, Current Year Rollback Rate and Public Finance Director Hearing Dates. City Council August 20, 2019 City Manager Budget Workshop #1 Department Heads City Council August 21, 2019 City Manager Budget Workshop #2 Department Heads City Council August 28 2019 City Manager First Hearing of the 2020 Capital Improvement Element Update Planning & Zoning City Council September 10, 2019* First Public Hearing to Adopt Budget and Ad Valorem Tax Rate. City Manager City Council Final Public Hearing to Adopt Budget and Ad Valorem Tax Rate. September 24, 2019* City Manager Second Hearing of the 2020 Capital Improvement Element Planning & Zoning Update
* FINAL APPROVAL OF THIS DATE SUBJECT TO COUNTY AND SCHOOL BOARD HEARING DATE (FS Section 200.065)
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FINANCIAL AND BUDGETARY POLICIES
OVERVIEW
The financial and budgetary policies of the City are intended to guide elected officials, the City Manager and staff in their on-going role as the financial stewards of the City. The policies guide essential decisions affecting budget and financial matters to ensure that the City is financially prepared to meet its immediate and long-term service objectives. The individual policies serve as guidelines for financial planning, budget preparation, implementation, evaluation and internal financial management of the City, and may be amended from time to time.
OBJECTIVES
In order to achieve the purpose of the Comprehensive Financial and Budgetary Policies, the following are objectives for the City’s fiscal performance.
-To guide City Commission and management policy decisions with significant fiscal impact. -To set forth operating principles to minimize the cost of government and financial risk. -To employ balanced and equitable revenue policies that provides adequate funding for desired programs. -To maintain appropriate financial capacity for present and future needs. -To promote sound financial management by providing accurate and timely information on the City’s financial condition. -To protect the City’s credit rating and provide for adequate resources to meet the provisions of the City’s debt obligations on all municipal debt. -To ensure the legal use of financial resources through an effective system of internal control.
FINANCIAL POLICIES
The following financial policy statements are the basis of the daily operations of the City of Doral. The financial policy statements define objectives, establish rules with parameters and express guidelines for fiscal conduct by the City of Doral in connection with the operating budget and capital improvement program.
ACCOUNTING, AUDITING AND FINANCIAL REPORTING POLICY
The City has established and will maintain a high standard of accounting practices.
The City’s financial system will be maintained in conformity with generally accepted accounting principles in the United States of America (GAAP) as applied to government units. The City will continue to obtain and retain the Certificate of Achievement of the Government Finance Officers Association.
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Regular monthly and annual financial reports present a summary of financial activity by major types of funds.
Whenever possible, the reporting system will provide monthly information on the total cost of specific services by type of expenditure and, if necessary, by fund.
An independent public accounting firm selected by the City Council performs an annual audit and publicly issues a financial opinion. As part of the annual audit, the auditors provide recommendations to the City Council.
OPERATING BUDGET POLICIES
The budget process and format shall be performance-based and focused on goals, objectives and performance indicators.
The City will pay for all current expenditures with current revenues. The City will avoid budgetary procedures that balance current expenditures at the expense of meeting future year’s expenses, such as postponing expenditures or accruing future year’s revenues.
For each Fiscal Year, the City shall maintain reserve funds in an amount equal to not less than fifteen percent (15%) of the general operating budget.
The budget will provide adequate funding for maintenance and replacement of capital plant and equipment.
The City Council will be provided with monthly budget reports comparing actual versus budgeted revenue and expense activity. The City shall establish and maintain a standard of accounting practices.
The City will maintain a continuing budgetary control system to ensure that it adheres to the budget.
CAPITAL IMPROVEMENT POLICIES
The City will develop a multi-year plan for capital improvements and update it annually. The initial plan will be developed as part of the City’s first Comprehensive Plan.
The City will enact an annual capital budget based on the multi-year Capital Improvement Plan.
The City will coordinate development of the capital improvement budget with development of the operating budget. Future operating costs associated with new capital improvements will be projected and included in operating budget forecasts.
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The City will use intergovernmental assistance to finance only those capital improvements that are consistent with the Capital Improvement Plan and the City’s priorities, and who’s operating and maintenance costs have been included in operating budget forecasts.
The City will maintain all its assets at a level adequate to protect the City’s capital interest and to minimize future maintenance and replacement costs.
The City will identify the estimated costs and potential funding sources for each capital project proposal before it is submitted to the City Council for approval.
DEBT MANAGEMENT POLICIES The following excerpt is from the City’s adopted Debt Management Policy – Ordinance Number 2018-13.
The City may issue debt obligations for: (1) construction, rehabilitation, or acquisition of infrastructure and other capital assets; (2) refinancing existing debt obligations; or (3) other lawful purposes.
All debt obligations shall target a maximum maturity of the earlier of: (i) the estimated useful life of the Capital Improvements being financed; or (ii) forty years, or (iii), in the event they are being issued to refinance outstanding debt obligations, the final maturity of the debt obligations being refinanced.
Debt obligations shall be considered for those capital projects with funding requirements in excess of $5,000,000. Capital projects not meeting this threshold shall be targeted for funding through current revenue when available (i.e pay-as-you-go) or from outside funding sources such as grant funding and related aid.
The City shall comply with all covenants and requirements of the bonds resolutions, and State and Federal laws authorizing and governing the issuance and administration of debt obligations.
All debt issues shall meet the disclosure requirements of the SEC (rule 15c2-12) and other government agencies before and after the bond sales take place.
INVESTMENT POLICIES
The City of Doral will invest its funds in accordance with Florida Statute 218.415. The funds will be invested based upon the following priorities:
• Safety of principal • To meet the liquidity needs of the City. • Optimize investment returns after first addressing safety & liquidity concerns.
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The City of Doral will analyze the cash flow of all funds on a regular basis. Disbursement, collection, and deposit of all funds will be scheduled to ensure maximum cash availability. The City will pool cash from several different funds for investment purposes when permitted by law.
REVENUE POLICIES
The City will try to maintain a diversified and stable revenue system to shelter it from unforeseeable short-run fluctuations in any one revenue source.
The City will estimate its annual revenues by an objective and analytical process, whenever practical.
Each year, the City will recalculate the full costs of activities supported by user fees to identify the impact of inflation and other cost increases.
The City will automatically revise user fees, subject to review by the City Council, to adjust for the effects of inflation.
CAPITAL ASSETS POLICY
The dollar amount to be capitalized is a unit cost of $750 or greater and useful life exceeding one year. Fixed assets include equipment, computers, furniture and vehicles.
• Purchased or constructed assets are recorded at historical costs. • Donated capital assets are recorded at the estimated fair market value at the date of donation. • Major outlays for capital assets and improvement are capitalized as projects are constructed. • The costs of normal maintenance and repairs that do not add value to the asset or materially extend its useful life are not capitalized.
Asset classifications and useful lives:
1. Building 50 years 2. Infrastructure 40-50 years 3. Public domain and system infrastructure 20-25 years 4. Furniture, fixtures & equipment 3-10 years 5. Vehicles 5 years
PURCHASING POLICY
The purchasing policy is in accordance with Article V., Sec. 2-313 – Sec. 2-339.
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Items covered by this policy: 1. Materials 2. Supplies 3. Equipment 4. Improvements 5. Services
Competitive bid and purchase order requirements 1. Purchases of less than $5,000.00 do not require: a. Competitive bids or, b. Inclusion in the original budget or require approval from the City Manager. c. However, purchase orders must be obtained before expenditure is made or funds committed.
2. Purchases ranging between $5,000.00 and $14,999.99 require: a. Quotes from three (3) different vendors, b. Purchase orders must be obtained before expenditure is made or funds committed, c. City Manager’s approval. 3. Purchases of $15,000.00 or greater require: a. Competitive bids, i. However, the City Council may waive this requirement. b. City Council award. c. Purchase orders must be obtained before expenditure is made or funds committed and approved by the City Manager,
For competitive bid requirements, the City Manager shall direct that: 1. Bid proposals, including specifications, be prepared. 2. Sealed bids shall be solicited from a minimum of three persons or firms engaged in providing the goods or services that the City is seeking. 3. Publish a public invitation to bid. 4. Bids will be awarded to the lowest most responsive bidder as determined by the City Council or the City Manager. 5. The City has the right to reject any or all bids.
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FUND BALANCE
The City of Doral has determined it to be a sound, financial practice to maintain adequate levels of unrestricted fund balance in its General Fund in order to mitigate current and future risks such as revenue shortfalls and unanticipated expenditures as well as to ensure stable tax rates. Additionally, the City believes that adequate unrestricted fund balance levels are a critical consideration to the City’s long-term financial planning.
WHAT IS FUND BALANCE?
Fund balance acts like a “savings account.” The budget estimates revenues and appropriations for the current fiscal year. Often revenues and appropriations do not match exactly at the end of the fiscal year. When a fund ends the fiscal year with a surplus, that money gets added to the fund balance. If the year ends with a deficit, then that amount of money gets taken away from the fund balance in order to help balance the budget. The City has fund balances for all ten (10) different funds: General fund, Transportation fund, Park Impact Fee fund, Police Impact Fee fund, People’s Transportation Plan fund, Building Technology fund, Bond Debt Service fund, Capital Improvement fund, Infrastructure Replacement fund, General Obligation Bond, Series 2019 fund, Stormwater fund, and Other Post-Employment Benefits fund.
As required by Council, the City of Doral will maintain a minimum unrestricted fund balance of at least two months or approximately 15%, as recommended by the Government Finance Officers Association (GFOA), of its General Fund operating expenditures.
USE OF FUNDS
While targeting to maintain an annual unrestricted fund balance of 15%, the City understands there may be circumstances that warrant that the City use these funds temporarily. The following are instances where the City may elect to use these funds:
• To pay for unexpected expenses or to make up for revenue shortfalls. • Balance the budget without increasing taxes or rates. • Unexpected and non-budgeted emergencies, natural disaster costs, and/ or litigation • To take advantage of unexpected opportunities (e.g., grants, land, building, or equipment acquisitions). • Capital asset acquisition, construction and improvement projects
FUND BALANCE DANGERS AND TRAPS TO AVOID
A well‐managed fund balance can be a strong asset that gives the City a great deal of financial and operational flexibility. A mismanaged fund balance creates a vast array of problems that negatively affect the City’s service delivery, limits its ability to respond to community needs, erodes the public’s trust in its local government, and results in severe financial hardship. The following list cautions against several types of fund balance uses:
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• Regularly spending fund balance to avoid tax or rate increases. This practice ultimately depletes the fund balance and results in two serious problems: 1) Rebuilding the fund balance; and 2) Eliminating the deficit created by previous fund balance dependency, this is done via tax/rate increases and/or significant expenditure cuts. This two-pronged problem usually takes years to overcome while also creating a myriad of financial and operational problems. • Fund balance can be spent quickly, but usually takes a long time to rebuild. Therefore, careful thought must be placed anytime significant fund balance appropriations are considered. • Hording or maintaining too large a fund balance. Excessive fund balances, if not being saved for specific capital expenses, can be an indication that the taxes/rates may be too high.
FUND BALANCE – GENERAL FUND
• The FY 2019-2020 budget does not include the use of fund balance.
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FUND STRUCTURE
FUND STRUCTURE Fund Name Fund Type Purpose Revenue Budgeting Basis Accounting Basis GOVERNMENTAL FUNDS Primarily from general property Account for the cost of general operations of taxes, franchise fees, license and General Fund Major Governmental Fund Modified Accrual Modified Accrual the City. permit fees, intergovernmental retaxes, and miscellaneous fees
Special Revenue fund used to account for specific revenues that are legally restricted to expenditure for particular purposes. This Local options gas tax, state Transportation Fund Major Governmental Fund fund manages funds to be utilized for revenue sharing, and general fund Modified Accrual Modified Accrual transportation expenditures needed to meet transfers. the requirements of the capital improvements element of an adopted comprehensive plan.
Special Revenue fund used to account for specific revenues that are legally restricted to One-half cent sales tax and the People's Transportation Plan Fund Non-major Governmental Fund expenditure for particular purposes. This Modified Accrual Modified Accrual Miami-Dade Transportation tax fund manages funds to be utilized for transportation purposes. Used for the development or improvements Impact fees assessed on new Park Impact Fees Fund Non-major Governmental Fund Modified Accrual Modified Accrual of current or future green spaces. construction building permits Used for the Police department' capital Impact fees assessed on new Police Impact Fees Fund Non-major Governmental Fund Modified Accrual Modified Accrual expenditures. construction building permits
Used to enhance the City's ability to provide Technology Fee of 0.05% of the state-of-the-art technology, training, Building Technology Fund Non-major Governmental Fund total cost of construction; added Modified Accrual Modified Accrual equipment and implementation for all to all base permit fees. permitting system users across all disciplines.
Used to account for the revenues collected through the debt service millage rate and for Special assesment on property Bond Debt Service Fund Non-major Governmental Fund Modified Accrual Modified Accrual the payment of debt service on the general taxes of a debt service millage rate obligation bonds. Used to fund improvements to the City of Capital Improvement Fund Non-major Governmental Fund General Fund transfers Modified Accrual Modified Accrual Doral Government Center This fund was established to help fund future Infrastructure Replacement Fund Non-major Governmental Fund General Fund transfers Modified Accrual Modified Accrual capital replacements This fund will account for all bond proceeds, General Obligation Bond- Series 2019 Non-major Governmental Fund and revenues generated from the G.O. Bond G.O. Bond proceeds Modified Accrual Modified Accrual Capital Projects Fund Series 2019 proceeds. Used to prefund the City's obligation for Other Post-Employment Benefits Fund Non-major Governmental Fund post-employment benefitsother than General Fund transfers Modified Accrual Modified Accrual pensions.
PROPRIETARY FUNDS Account for operations financed and User charges to existing Stormwater Utility Fund Enterprise Fund operated in a manner similar to the private customers for continuing sewer Accrual Accrual sector. services.
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DEPARTMENT/ FUND RELATIONSHIPS DEPARTMENT GEN TRN PTP PAIF POIF BTF DSF CAP IRF GOB19 OPEB SWU Office of the Mayor & City Council x Office of the City Manager x Division of Public Affairs x Division of Economic Development x Office of the City Clerk x Office of Charter Enforcement x Human Resources x Finance x Information Technology x Office of the City Attorney x Planning & Zoning x General Government x x x x x Police x x Building x x Code Compliance x Public Works x x x x x x Parks & Recreation x x x
Fund Abbreviations GEN General Fund TRN Transportation Fund PTP People's Transportation Plan Fund PAI Park Impact Fee Fund POI Police Impact Fee Fund BTF Building Technology Fund DSF Debt Service Fund CAP Capital Projects Fund IRF Infrastructure Replacement Fund GOB19 General Obligation Bond, Series 2019 Fund OPEB Other Post-Employment Benefits Fund SWU Stormwater Utility Fund
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FUND OVERVIEW
In governmental accounting, all financial transactions are organized within several funds. According to the National Council on Governmental Accounting, a fund is a fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations. The City of Doral’s budget consists of ten funds: General fund, Transportation fund, Park Impact Fee fund, Police Impact Fee fund, People’s Transportation Plan fund, Building Technology fund, Bond Debt Service fund, Capital Improvement fund, Infrastructure Replacement fund, General Obligation Bond, Series 2019 fund, Stormwater fund, and Other Post-Employment Benefits fund. These funds are defined as an independent fiscal and accounting entity with a self-balancing set of accounts. Funds are established to attain certain objectives or to simply segregate activities.
GENERAL FUND – 001
The General Fund is used to account for all financial resources except those required to be accounted for in another fund. The General Fund is the major operating fund of the City of Doral. It is used to account for the general operations of the City and all transactions that are not accounted for in other funds or account groups.
TRANSPORTATION FUND - 101
The Transportation Fund receives entitlement grants from the state and local roadway impact fees to be used on the transportation system within the City of Doral. This is a special revenue fund used to account for specific revenues that are legally restricted to expenditure for particular purposes. Oversight of this fund is primarily the function of the Public Works Department. It is used to account for roadway construction and infrastructure improvements.
PARK IMPACT FEES FUND - 102
This fund is used for development of parks, open space, passive recreation parks, linear trail parks, and recreation facilities to serve new growth and development in City of Doral.
POLICE IMPACT FEES FUND - 103
This fund is intended to assist in the implementation of the City of Doral Comprehensive Plan and to regulate the use and development of land so as to assure that new development bears a proportionate share of the cost of capital expenditures necessary to provide public safety in the City of Doral.
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PEOPLE’S TRANSPORTATION PLAN FUND - 106
This fund has been established to manage monies to be utilized for transportation purposes that are generated from the one-half of one percent cent sales tax, and the surtax on eligible sales transactions on transportation related projects. This fund will be mainly used for the operation of the Citywide Trolley System.
BUILDING TECHNOLOGY FUND - 108
The fund was established to collect a technology fee to all base permit fees to enhance the City’s ability to provide state-of-the-art technology, training, equipment and implementation for all permitting system users across all disciplines; a good-faith estimate, executed contract or itemized work order is due at permit submittal.
BOND DEBT SERVICE FUND – 201
The Debt Service Fund will account for the revenues collected through the debt service millage rate and for the payment of debt service on the general obligation bonds.
CAPITAL IMPROVEMENT FUND - 301
The Capital Project Fund is used to account for financial resources to be used in the improvement to the City’s Government Center.
INFRASTRUCTURE REPLACEMENT FUND - 302
This fund was established for future capital maintenance and replacement needs. This includes major government facilities, infrastructure, equipment and networks that enable the delivery of public sector services. The performance and continued use of these capital assets is essential to the health, safety, economic development and quality of life of those receiving services.
GENERAL OBLIGATION BOND, SERIES 2019 FUND – 303
The General Obligation Bond Fund will account for all bond proceeds, and revenues generated from these proceeds. Fund expenditures are limited to the financing of the construction and improvement of parks and recreational facilities with safety features, including but not limited to, green spaces, community centers, cultural amenities, aquatic facility, playgrounds, sports fields and approximately five miles of walking/cycling trails. No other expenditure shall be permitted, except for a prorated charge for general government services.
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STORMWATER UTILITY FUND - 401
The Stormwater Utility Fund accounts for the financial resources received and allocated on behalf of the Stormwater Utility maintained by the City of Doral. The fund is used to maintain the sewer system and drainage canals located within the City. This is a proprietary fund which focuses on the determination of operating income, changes in net assets, financial position and cash flows. Oversight of this fund is primarily the function of the Public Works Department. It is used to account for the operation, maintenance, financing and capital improvement costs of a storm water collection system providing services to all residents of the City and all commercial properties.
OTHER POST-EMPLOYMENT BENEFITS FUND - 651
This fund accounts for the prefunding of the City’s obligation for Other Post-Employment Benefits (or OPEB) are benefits (other than pensions) that U.S. state and local governments provide to their retired employees. These benefits principally involve health care benefits, but also may include life insurance, disability, legal and other services.
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FUND EXPENDITURES
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCOUNT CLASSIFICATION FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 General Fund - 001 Beginning Fund Balance 75,784,454 64,343,605 71,405,562 71,405,562 71,405,562 57,228,345 57,228,345 Revenues 64,983,972 61,404,164 60,380,348 88,323,304 92,663,033 62,487,336 62,487,336 Expenditures (60,743,972) (53,342,207) (58,667,549) (86,610,505) (77,684,495) (61,547,336) (61,547,336) Interfunds Transfers In ------Interfunds Transfers Out (4,240,000) (1,000,000) (1,712,799) (1,712,799) (1,712,799) (940,000) (940,000) Committed (Encumbrances) - - - (27,442,956) (27,442,956) - - Use of Fund Balance (11,440,849) ------Ending Fund Balance 64,343,605 71,405,562 71,405,562 43,962,606 57,228,345 57,228,345 57,228,345
Transportation Fund - 101 Beginning Fund Balance 16,193,178 17,830,564 16,986,079 16,986,079 16,986,079 6,538,267 6,538,267 Revenues 5,443,556 5,104,491 4,034,591 14,752,821 16,320,550 6,978,203 6,978,203 Expenditures (5,958,785) (5,104,491) (4,034,591) (14,752,821) (14,743,347) (6,978,203) (6,978,203) Interfunds Transfers In 3,790,000 ------Committed (Encumbrances) - - - (10,718,230) (10,718,230) - - Use of Fund Balance (1,637,385) (844,485) (1,306,785) (1,306,785) (1,306,785) (4,205,786) (4,205,786) Ending Fund Balance 17,830,564 16,986,079 15,679,294 4,961,064 6,538,267 2,332,481 2,332,481
Park Impact Fee Fund - 102 Beginning Fund Balance 3,736,527 3,194,065 3,815,664 3,815,664 3,815,664 5,482,713 5,482,713 Revenues 983,357 1,274,185 260,000 1,606,951 4,524,951 260,000 260,000 Expenditures (983,357) (652,586) (164,000) (1,510,951) (1,510,951) (20,000) (20,000) Committed (Encumbrances) - - - (1,346,951) (1,346,951) - - Use of Fund Balance (542,462) ------Ending Fund Balance 3,194,065 3,815,664 3,911,664 2,564,713 5,482,713 5,722,713 5,722,713
Police Impact Fee Fund - 103 Beginning Fund Balance 3,202,690 1,560,320 1,892,194 1,892,194 1,892,194 1,387,910 1,387,910 Revenues 1,887,603 961,720 691,378 1,161,906 1,314,528 1,179,860 1,403,860 Expenditures (1,887,602) (629,846) (691,378) (1,161,906) (1,161,906) (1,179,860) (1,403,860) Committed (Encumbrances) - - - (470,528) (470,528) - - Use of Fund Balance (1,642,371) - (186,378) (186,378) (186,378) (674,860) (898,860) Ending Fund Balance 1,560,320 1,892,194 1,705,816 1,235,288 1,387,910 713,050 489,050
People's Transportation Plan Fund - 106 Beginning Fund Balance - 478,050 560,862 560,862 560,862 995,108 995,108 Revenues 2,232,433 2,508,437 2,552,382 2,605,136 2,652,754 2,552,382 2,817,739 Expenditures (1,754,383) (2,425,625) (2,143,222) (2,195,976) (2,165,754) (2,143,222) (2,143,222) Committed (Encumbrances) - - - (52,754) (52,754) Ending Fund Balance 478,050 560,862 970,022 917,268 995,108 1,404,268 1,669,625
Building Technology Fund - 108 Beginning Fund Balance - - 130,432 130,432 130,432 172,432 172,432 Revenues - 130,432 200,000 200,000 242,000 221,000 221,000 Expenditures - - (200,000) (200,000) (200,000) (200,000) (200,000) Ending Fund Balance - 130,432 130,432 130,432 172,432 193,432 193,432
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ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCOUNT CLASSIFICATION FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 Debt Service Fund - 201 Beginning Fund Balance - - - - - 20,545 20,545 Revenues - - - - - 2,439,762 2,439,762 Expenditures - - - - - (2,439,762) (2,439,762) Interfunds Transfers In - - - - 20,545 - - Use of Fund Balance - - - - - (574) (574) Ending Fund Balance - - - - 20,545 19,971 19,971
Capital Improvement Fund - 301 Beginning Fund Balance 279,363 571,616 535,508 535,508 535,508 21,963 21,963 Revenues - 36,108 - 662,888 664,788 10,000 10,000 Expenditures (57,747) (36,108) (147,443) (662,888) (662,888) (450,000) (450,000) Interfunds Transfers In 350,000 - 147,443 - - 440,000 440,000 Committed (Encumbrances) - - - (515,445) (515,445) - - Use of Fund Balance - (36,108) - - (10,000) (10,000) Ending Fund Balance 571,616 535,508 535,508 20,063 21,963 11,963 11,963
Infrastructure Replacement Fund - 302 Beginning Fund Balance 100,000 200,000 700,000 700,000 700,000 1,865,356 1,865,356 Interfunds Transfers In 100,000 500,000 1,165,356 1,165,356 1,165,356 300,000 300,000 Ending Fund Balance 200,000 700,000 1,865,356 1,865,356 1,865,356 2,165,356 2,165,356
Park General Obligation Bond-Series 2019 Capital Project Fund - 303 Beginning Fund Balance ------Revenues - - - 46,629,022 46,629,022 130,000 130,000 Expenditures - - - (46,608,477) (46,608,477) (124,744) (124,744) Interfunds Transfers In ------Interfunds Transfers Out - - - (20,545) (20,545) - - Ending Fund Balance - - - - - 5,256 5,256
Stormwater Fund - 401 Beginning Fund Balance1 15,797,725 14,403,699 14,545,707 14,545,707 14,545,707 3,475,282 3,475,282 Revenues 4,180,048 3,999,290 5,072,268 15,314,522 14,989,522 4,540,000 4,540,000 Expenditures (2,258,916) (2,338,790) (5,072,268) (15,314,522) (15,285,425) (4,515,613) (4,515,613) Committed (Encumbrances) - - - (10,242,254) (10,242,254) - - Use of Fund Balance - - (532,268) (532,268) (532,268) - - Ending Fund Balance1 14,403,699 14,545,707 14,013,439 3,771,185 3,475,282 3,499,669 3,499,669
Other Post-Employment Benefits Fund - 651 Beginning Fund Balance - - 505,534 505,534 505,534 918,534 918,534 Revenues - 5,534 - - 13,000 - - Interfunds Transfers In - 500,000 400,000 400,000 400,000 200,000 200,000 Ending Fund Balance - 505,534 905,534 905,534 918,534 1,118,534 1,118,534
*Includes approved amendments to the budget and/ or carryovers of previous year's projects. 1 Stormwater Fund Balance adjusted to show net of investment in capital assets.
CITY OF DORAL FY 2020 ADOPTED BUDGET 67 | P a g e
CAPITAL IMPROVEMENT ELEMENT
Below is a chart from the 2019 Capital Improvement Element Update. The CIE Update includes all capital projects for which the City has fiscal responsibility, including Stormwater management, Parks and Recreation, and Transportation. The update also includes capital improvement projects which are the responsibility of other government agencies and entities, including water supply, sanitary sewer, solid waste, public school facilities and transportation facilities. These “non-Doral” projects are funded by Miami-Dade County, Miami-Dade Public School Board, Miami-Dade Metropolitan Planning Organization (MPO) and the Florida Department of Transportation (FDOT).
The data and analysis presented herein shows level of service (LOS) needs in Transportation, Parks and Recreation, and Stormwater management. The Schedule of Capital Improvements (SCI) in Table 17 is intended to address the maintenance and improvement of public facilities.
Table 17. Doral’s Schedule of Capital Improvements 2019/20 - 2023/24
TOTAL COST FY FY FY FY FY PROJECT / TYPE OF 2019-20 2020-21 2021-22 2022-23 2023-24 FUNDING FY 2020- LOCATION WORK SOURCE 2024 (in $$s) (in $$s) (in $$s) (in $$s) (in $$s)
(in $$s) TRANSPORTATION
PROJECTS City Sidewalks 1. Citywide 0 1,400,000 0 0 0 1,400,000 TF Phase 2 Trolley Circulator 2. Citywide 200,000 0 400,000 0 0 600,000 TF Fleet Traffic Monitoring 3. Citywide 50,000 0 50,000 0 0 100,000 TF Cameras Roadway 4. Citywide 300,000 300,000 300,000 300,000 300,000 1,500,000 TF, PTP Maintenance Traffic Calming 5. Citywide 150,000 150,000 150,000 150,000 150,000 750,000 GF, TF Program Transit Mobility & 6. Citywide 150,000 150,000 150,000 150,000 150,000 750,000 TF Infrastructure NW 102 Av Bike 7. Citywide Path & City 0 0 0 1,650,000 0 1,650,000 GF, TF Sidewalks Intersection 8. Citywide 150,000 150,000 150,000 150,000 150,000 750,000 TF Improvements Do Not Block 9. Citywide 0 100,000 0 100,000 0 200,000 Box Intersections Traffic Calming 10. Section 7 200,000 0 0 0 0 200,000 TF Devices 11. NW 102 Av NW 102 Av & 62 0 0 0 700,000 0 700,000 TF Widening St Intersection
CITY OF DORAL FY 2020 ADOPTED BUDGET 68 | P a g e
TOTAL COST FY FY FY FY FY PROJECT / TYPE OF 2019-20 2020-21 2021-22 2022-23 2023-24 FUNDING FY 2020- LOCATION WORK SOURCE 2024 (in $$s) (in $$s) (in $$s) (in $$s) (in $$s)
(in $$s) Intersection of 12. NW 112 Av & 82 St NW 112 Av & 82 600,000 0 0 0 0 600,000 TF Signal St 13. NW 90 St Roadway Section 7 Vacant 250,000 0 0 0 0 250,000 TF Improvements Land 14. NW 99 Av – New From 64 St to 66 0 0 800,000 0 0 800,000 TF Roadway St 15. NW 112 Av & 114 From NW 41 St Av Intersection 0 500,000 500,000 0 0 1,000,000 TF to 58 St Improvements 16. NW 112 Av From NW 25 St 2,300,000 0 0 0 0 2,300,000 TF Roadway Improvements to 34 St 17. NW 114 Av From NW 34 St 0 0 2,000,000 0 0 2,000,000 TF Improvements to 39 St 18. NW 34 St Roadway From NW 117 Av 0 0 0 0 2,000,000 2,000,000 TF Improvements to 112 Av From NW 58 St 19. NW 117 Av – New to North of 0 0 800,000 0 0 800,000 TF Roadway Eugenia Thomas School 20. NW 117 Av – New From NW 25 St 0 0 0 1,800,000 0 1,800,000 TF Roadway to 34 St 21. NW 33 St Roadway From NW 107 Av 0 0 0 0 2,000,000 2,000,000 TF Improvements to 112 Av 22. Turnpike Trail Bridge Doral Blvd. just 2,000,000 0 0 0 0 2,000,000 TF over Doral Blvd. east of Turnpike 23. NW 112 Av – New From NW 34 St 0 0 4,000,000 0 0 4,000,000 TF Roadway to 41 St 24. NW 112 Av – Land From NW 34 St Acquisition for New 0 5,000,000 0 0 0 5,000,000 GF to 41 St Roadway 25. New Roadway From NW 14 St Connections on NW 82 0 0 100,000 0 0 100,000 TF to 21 St Av & 84 Av 26. NW 33 St Roadway From NW 79 Av 0 0 0 0 1,600,000 1,600,000 TF Improvements to 82 Av 5 Year Transportation Cost 6,350,000 7,750,000 9,400,000 5,000,000 6,350,000 34,850,000 Sub Total
Source: City of Doral Public Works Dept., June 2019.
CITY OF DORAL FY 2020 ADOPTED BUDGET 69 | P a g e
FY FY FY FY FY Total Cost Type of Fund Project/Location 2019-20 2020-21 2021-22 2022-23 2023-24 FY 2020-24 Work Source (in $$s) (in $$s) (in $$s) (in $$s) (in $$s) (in $$s)
Parks Projects
Construct 1. Doral Central Park Approved Park Facilities 0 0 30,000,000 30,000,000 30,000,000 90,000,000 Parks Bond
White 2. Downtown Course Approved Doral South Park 0 0 4,000,000 0 0 4,000,000 Parks Bond
Downtown 3. Adjacent to Approved Doral Downtown Doral 0 0 9,000,000 0 0 9,000,000 Parks Cultural Park Bond Center
Parks Cost 0 0 43,000,000 30,000,000 30,000,000 103,000,000 Subtotal Stormwater
Projects
Stormwater
Drainage 1. City Wide 1,149,064 625,000 1,000,000 1,225,000 1,025,000 5,024,064 SWF, SG
Stormwater 1,149,064 625,000 1,000,000 1,225,000 1,025,000 5,024,064 Cost Subtotal Total City 7,499,064 8,375,000 53,400,000 36,225,000 37,375,000 142,874,064 Capital Cost
Table Key: TF: Transportation Fund SWF: Stormwater Fund GF: General Fund SG: State Appropriation for Stormwater Improvements PTP: Peoples Transportation Fund (CITT)
CITY OF DORAL FY 2020 ADOPTED BUDGET 70 | P a g e
FIVE YEAR FINANCIAL PLAN
FISCAL YEAR 2020 BUDGET AND FIVE-YEAR FINANCIAL PLAN HIGHLIGHTS
The General Fund FY 2019-20 Budget and Five-Year Financial Plan contains funding for on-going services to the community. The following are some of the general fund highlights:
The FY 2020 Budget contains funding for on-going services to the community. The following are the highlights:
• Funding to hire fifteen (15) additional Officers, four (4) Sergeants, two (2) PSAs, two (2) Park Rangers, and (1) Executive Officer to the Chief of Police to provide community policing and enhanced police visibility • Revitalizing Police Department’s aging fleet through the acquisition of police vehicles • Funding to hire a Constituent Services Coordinator to strengthen communication with community. • Funding to hire three (3) Auto Maintenance Technicians to provide in house fleet maintenance for City vehicles • Funding to hire a Fixed Asset & Purchasing Coordinator to continue the City’s goal of organizational effectiveness. • Integration by the Building Department to an online permitting system that is outward facing
CITY OF DORAL FY 2020 ADOPTED BUDGET 71 | P a g e
• Procure data analytics platform that leverages artificial intelligence (AI) to help cities understand citizen feedback for better governance and communication • Continue quarterly mailing of newsletter to all homes to strengthen communication campaigns • Expand advertising, marketing, and strategic partnerships to strengthen branding and business attraction in local, regional, and new markets • Computer device upgrades for Departments to optimize use of new technology and improve efficiency • Citywide implementation of smart system solutions that will enhance transparency of City operations • Improve our customer services through training programs
Fiscal Year’s 2021 – 2024 • Funding for additional police officers to increase the service and presence in the community • Continued revitalizing Police Department’s aging fleet through the acquisition of new police and PSA vehicles • Funding of Police gear, such as gun, tasers, ballistic vests and helmets • Funding for staffing and programing at the Cultural Center • Continued funding of IT infrastructure improvements • Funding of vehicles and road maintenance equipment for the Public Works department • Continued revitalizing the aging fleet in the Building, Parks and Code departments • Funding for an additional Code Compliance officer • Funding for additional Public Works employees to address the needs of a growing community
DEVELOPING THE FINANCIAL PLAN
REVENUES
The Millage Rate remains constant at 1.9000 thru 2024.
Revenues were forecasted using historical data along with inflation rate projections. The source of the inflation rates provided by the City’s financial advisors was the International Monetary Fund Forecast. The rates were as follows:
2021 – 2.30% 2022 – 2.20% 2023 – 2.20% 2024 – 2.20%
Ad Valorem revenues were forecasted using the average value growth rate of 5% percent and a collection rate of 95%.
CITY OF DORAL FY 2020 ADOPTED BUDGET 72 | P a g e
OPERATING EXPENSES
All Personnel costs were projected with a 4% increase, to include a 1% COLA and a 3% Merit increase.
Operating expenses were forecasted using historical data along with inflation rate projection. The source of the inflation rates provided by the City’s financial advisors was the International Monetary Fund Forecast. The rates were as follows:
2021 – 2.30% 2022 – 2.20% 2023 – 2.20% 2024 – 2.20%
Departments provided projected increases in personnel and operating expenditures associated with new programs or estimated increases to current programs.
CAPITAL EXPENDITURES
Capital expenditures were provided by the departments based on Council’s strategic initiatives.
FUNDING OF THE FINANCIAL PLAN
As presented the General Fund Five Year Financial Plan is funded from taxes, licenses & permits, intergovernmental revenues, charges for services, fines & forfeitures and other revenues. The Millage Rate remains constant at 1.9000 thru 2024.
One measure of the City’s financial condition is its bond rating. The City’s credit rating was recently increased to AA+ by Standard & Poor’s and Fitch.
CITY OF DORAL FY 2020 ADOPTED BUDGET 73 | P a g e
GENERAL FUND FIVE YEAR ADOPTED BUDGET AND FINANCIAL PLAN FOR 2020-2024
AMENDED YEAR-END DEPT ACCOUNT ACTUAL ACTUAL BUDGET* ESTIMATE ADOPTED DEPT.REQ. DEPT.REQ. DEPT.REQ. DEPT.REQ. NO CLASSIFICATION FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24
MILLAGE RATE 1.9000 1.9000 1.9000 1.9000 1.9000 1.9000 1.9000 1.9000
BEGINNING FUND BALANCE 75,784,453 64,343,605 71,405,562 71,405,562 57,228,345 57,228,345 56,608,626 55,628,303 56,278,701 REVENUES TAXES 36,219,621 40,458,466 41,159,397 40,631,993 40,781,864 43,888,278 45,548,668 47,281,978 49,091,633 LICENSES & PERMITS 7,489,660 9,345,706 7,670,000 9,296,386 8,463,000 8,886,150 9,330,458 9,796,981 10,286,829 INTERGOVERNMENTAL 5,771,694 6,261,782 6,381,244 6,482,374 6,935,223 7,281,984 7,646,083 8,028,388 8,429,807 CHARGES FOR SERVICES 2,052,442 2,275,117 2,689,195 2,676,253 2,982,237 3,131,349 3,287,916 3,452,312 3,624,928 FINES AND FORFEITS 483,341 1,813,905 1,493,500 2,070,000 1,730,000 1,816,500 1,907,325 2,002,691 2,102,826 MISCELLANEOUS 1,526,366 1,249,188 1,487,012 4,063,071 1,595,012 1,631,697 1,667,595 1,704,282 1,741,776 TOTAL REVENUES 53,543,124 61,404,164 60,880,348 65,220,077 62,487,336 66,635,958 69,388,045 72,266,632 75,277,799
OTHER RESOURCES RESERVES - IN USE OF FUND BALANCE 11,440,849 0 8,100,000 8,100,000 0 619,719 980,323 0 0 PRIOR YEAR OPERATING BALANCES 0 0 22,310,343 22,310,343 0 0 0 0 0 TOTAL OTHER RESOURCES 11,440,849 0 30,410,343 30,410,343 0 619,719 980,323 0 0
TOTAL AVAILABLE RESOURCES 64,983,973 61,404,164 91,290,691 95,630,420 62,487,336 67,255,677 70,368,368 72,266,632 75,277,799
EXPENDITURES BY DEPARTMENT: 10005 CITY COUNCIL 1,119,904 1,080,671 1,181,948 1,181,948 1,231,384 1,280,747 1,334,797 1,394,501 1,460,701 11005 CITY MANAGER 812,686 651,346 690,217 614,279 768,415 772,077 804,399 838,893 875,800 11505 PUBLIC AFFAIRS 669,606 644,817 732,012 724,462 904,006 937,127 972,096 1,009,392 1,049,285 11605 ECONOMIC DEVELOPMENT 311,994 414,043 401,745 401,745 0 0 0 0 0 12005 CITY CLERK 496,326 394,201 712,465 597,465 527,284 616,803 535,472 655,272 576,328 13005 CHARTER ENFORCEMENT 0 0 50,000 0 50,000 50,000 50,000 50,000 50,000 20005 HUMAN RESOURCES 576,181 692,322 787,936 787,936 859,173 951,981 926,736 963,834 1,003,540 21005 FINANCE 1,027,594 1,015,493 1,183,059 1,183,059 1,320,832 1,375,508 1,434,339 1,497,911 1,566,828 22005 INFORMATION TECHNOLOGY 4,800,516 4,465,539 6,406,867 6,302,098 5,348,511 5,278,719 5,397,601 5,682,970 5,720,258 30005 CITY ATTORNEY 583,686 543,695 743,926 554,759 715,380 701,568 725,360 750,593 777,428 40005 PLANNING & ZONING 867,138 791,405 1,312,023 1,283,112 1,414,221 1,453,148 1,510,571 1,572,189 1,638,513 50005 GENERAL GOVERNMENT 4,364,301 4,200,431 5,107,134 5,065,999 4,311,121 4,960,196 5,334,650 5,423,457 5,529,708 60005 POLICE 23,607,235 20,630,345 25,300,745 25,179,745 26,013,174 28,640,505 30,200,617 31,150,621 32,240,009 70005 BUILDING 4,005,606 3,715,534 4,353,683 4,343,976 4,358,691 4,580,177 4,772,931 4,974,647 5,204,411 71005 CODE COMPLIANCE 1,261,107 1,326,153 1,450,699 1,450,271 1,511,456 1,638,216 1,776,727 1,783,003 1,866,691 80005 PUBLIC WORKS 3,980,570 5,028,357 17,845,521 9,670,585 4,946,278 5,248,347 5,210,842 5,450,410 5,597,445 90005 PARKS & RECREATION 12,259,522 7,747,855 18,350,526 18,343,056 6,494,611 6,814,072 7,581,230 7,218,541 7,458,013 TOTAL EXPENDITURES 60,743,972 53,342,207 86,610,505 77,684,495 60,774,537 65,299,191 68,568,368 70,416,234 72,614,958
INTERFUND TRANSFERS OUT
INTERFUND TRANSFERS OUT 4,240,000 1,000,000 1,712,799 1,712,799 1,712,799 1,956,486 1,800,000 1,200,000 1,200,000 INTERFUND TRANSFERS OUT
TOTAL GENERAL FUND EXPENDITURES 64,983,972 54,342,207 88,323,304 79,397,294 62,487,336 67,255,677 70,368,368 71,616,234 73,814,958
PRIOR YEAR OPERATING BALANCES 0 22,310,343 22,310,343 0 0 0 0 0 USE OF FUND BALANCE 11,440,849 8,100,000 8,100,000 0 619,719 980,323 0 0 ENDING FUND BALANCE $64,343,605 $71,405,562 $43,962,606 $57,228,345 $57,228,345 $56,608,626 $55,628,303 $56,278,701 $57,741,542
15% REQUIRED RESERVE $ 13,248,496 $ 9,373,100 $ 10,088,352 $ 10,555,255 $ 10,742,435 $ 11,072,244 EXCESS/(DEFICIT) IN REQUIRED RESERVE $ 30,714,110 $57,228,345 $ 47,855,245 $ 46,520,274 $ 45,073,048 $ 45,536,266 $ 46,669,298
Inflation Rate Projections: 2021 2.30% 2022 2.20% 2023 2.20% 2024 2.20% Source: International Monetary Fund Forecast * Includes approved amendments to the budget or carryovers of previous year's projects.
CITY OF DORAL FY 2020 ADOPTED BUDGET 74 | P a g e
GENERAL FUND REVENUES
YEAR-END ACTUAL ESTIMATE ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED DESCRIPTION FY2017-18 FY2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 TAXES: AD VALOREM $21,354,285 $22,956,000 $24,756,713 $25,994,549 $27,294,276 $28,658,990 $30,091,939 OTHER TAXES 19,104,181 17,675,993 16,025,151 17,893,729 18,254,392 18,622,988 18,999,694 TOTAL TAXES 40,458,466 40,631,993 40,781,864 43,888,278 45,548,668 47,281,978 49,091,633
LICENSES & PERMITS: BUILDING PERMITS 6,768,280 6,800,000 5,900,000 6,195,000 6,504,750 6,829,988 7,171,487 LOCAL BUSINESS LICENSE TAX 1,038,145 1,200,000 1,225,000 1,286,250 1,350,563 1,418,091 1,488,995 OTHER LICENSES & PERMITS 1,539,281 1,296,386 1,338,000 1,404,900 1,475,145 1,548,902 1,626,347 TOTAL LICENSES & PERMITS 9,345,706 9,296,386 8,463,000 8,886,150 9,330,458 9,796,981 10,286,829
INTERGOVERNMENTAL REVENUES 6,261,782 6,482,374 6,935,223 7,281,984 7,646,083 8,028,388 8,429,807 CHARGES FOR SERVICES 2,275,117 2,676,253 2,982,237 3,131,349 3,287,916 3,452,312 3,624,928 FINES & FORFEITS 1,813,905 2,070,000 1,730,000 1,816,500 1,907,325 2,002,691 2,102,826 MISCELLENEOUS 1,249,188 4,063,071 1,595,012 1,631,697 1,667,595 1,704,282 1,741,776 TOTAL GENERAL FUND REVENUES 61,404,164 65,220,077 62,487,336 66,635,958 69,388,045 72,266,632 75,277,799
CITY OF DORAL FY 2020 ADOPTED BUDGET 75 | P a g e
FIVE YEAR ADOPTED BUDGET AND FINANCIAL PLAN FOR 2020-2024
% CHANGE FY2020 BUDGET ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED TO DEPARTMENT FY 2018-19 FY 2019-20 FY 2020-2021 FY 2021-22 FY 2022-23 FY 2023-24 FY2024 10005 CITY COUNCIL $ 1,194,448 $ 1,231,384 $ 1,280,747 $ 1,334,797 $ 1,394,501 $ 1,460,701 19% 11005 CITY MANAGER $ 696,577 $ 768,415 $ 772,077 $ 804,399 $ 838,893 $ 875,800 14% 11505 PUBLIC AFFAIRS $ 727,317 $ 904,006 $ 937,127 $ 972,096 $ 1,009,392 $ 1,049,285 16% 11605 ECONOMIC DEVELOPMENT $ 359,745 $ - $ - $ - $ - $ - 0% 12005 CITY CLERK $ 721,869 $ 527,284 $ 616,803 $ 535,472 $ 655,272 $ 576,328 9% 13005 CHARTER ENFORCEMENT $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 0% 20005 HUMAN RESOURCES $ 795,058 $ 859,173 $ 951,981 $ 926,736 $ 963,834 $ 1,003,540 17% 21005 FINANCE $ 1,168,944 $ 1,320,832 $ 1,375,508 $ 1,434,339 $ 1,497,911 $ 1,566,828 19% 22005 INFORMATION TECHNOLOGY $ 5,135,573 $ 5,348,511 $ 5,278,719 $ 5,397,601 $ 5,682,970 $ 5,720,258 7% 30005 CITY ATTORNEY $ 1,097,379 $ 715,380 $ 701,568 $ 725,360 $ 750,593 $ 777,428 9% 40005 PLANNING & ZONING $ 1,052,802 $ 1,414,221 $ 1,453,148 $ 1,510,571 $ 1,572,189 $ 1,638,513 16% 50005 GENERAL GOVERNMENT $ 6,473,116 $ 6,023,920 $ 6,916,682 $ 7,134,650 $ 6,623,457 $ 6,729,708 12% 60005 POLICE $ 24,007,602 $ 26,013,174 $ 28,640,505 $ 30,200,617 $ 31,150,621 $ 32,240,009 24% 70005 BUILDING $ 4,374,379 $ 4,358,691 $ 4,580,177 $ 4,772,931 $ 4,974,647 $ 5,204,411 19% 71005 CODE COMPLIANCE $ 1,454,379 $ 1,511,456 $ 1,638,216 $ 1,776,727 $ 1,783,003 $ 1,866,691 24% 80005 PUBLIC WORKS $ 5,474,300 $ 4,946,278 $ 5,248,347 $ 5,210,842 $ 5,450,410 $ 5,597,445 13% 90005 PARKS & RECREATION $ 6,027,339 $ 6,494,611 $ 6,814,072 $ 7,581,230 $ 7,218,541 $ 7,458,013 15% $ 60,810,827 $ 62,487,336 $ 67,255,677 $ 70,368,368 $ 71,616,234 $ 73,814,958 18%
FY 2018-19 Approved Budget figures do not include Encumbrance Carryovers or Budget Adjustments
2021 2022 2023 2024 Inflation Rates Projections: 2.30% 2.20% 2.20% 2.20% Source: International Monetary Fund Forecast
CITY OF DORAL FY 2020 ADOPTED BUDGET 76 | P a g e
FIVE YEAR ADOPTED BUDGET AND FINANCIAL PLAN FOR 2020-2024 PERSONNEL COST % CHANGE FY2020 BUDGET ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED TO DEPARTMENT FY 2018-19 FY 2019-20 FY 2020-2021 FY 2021-22 FY 2022-23 FY 2023-24 FY2024 10005 CITY COUNCIL $ 874,548 $ 923,984 $ 966,277 $ 1,013,408 $ 1,066,042 $ 1,125,016 22% 11005 CITY MANAGER $ 661,677 $ 732,675 $ 735,515 $ 767,033 $ 800,705 $ 836,771 14% 11505 PUBLIC AFFAIRS $ 522,442 $ 635,216 $ 662,155 $ 691,074 $ 722,188 $ 755,762 19% 11605 ECONOMIC DEVELOPMENT $ 239,845 $ - $ - $ - $ - $ - 0% 12005 CITY CLERK $ 327,269 $ 358,384 $ 346,473 $ 361,395 $ 377,366 $ 394,508 10% 13005 CHARTER ENFORCEMENT $ - $ - $ - $ - $ - $ - 0% 20005 HUMAN RESOURCES $ 628,817 $ 678,494 $ 707,146 $ 737,835 $ 770,777 $ 806,236 19% 21005 FINANCE $ 1,062,999 $ 1,218,537 $ 1,270,860 $ 1,327,389 $ 1,388,608 $ 1,455,120 19% 22005 INFORMATION TECHNOLOGY $ 1,831,858 $ 1,956,333 $ 2,120,775 $ 2,197,019 $ 2,295,625 $ 2,332,125 19% 30005 CITY ATTORNEY $ 412,379 $ 405,580 $ 384,029 $ 400,835 $ 418,928 $ 438,467 8% 40005 PLANNING & ZONING $ 928,002 $ 1,104,137 $ 1,151,277 $ 1,202,059 $ 1,256,890 $ 1,316,277 19% 50005 GENERAL GOVERNMENT $ 570,000 $ 567,500 $ 590,200 $ 613,808 $ 638,360 $ 663,895 17% 60005 POLICE $ 21,904,048 $ 23,818,869 $ 26,059,799 $ 27,177,545 $ 28,374,167 $ 29,403,670 23% 70005 BUILDING $ 3,717,644 $ 3,953,274 $ 4,122,509 $ 4,305,065 $ 4,502,456 $ 4,716,559 19% 71005 CODE COMPLIANCE $ 1,339,626 $ 1,453,708 $ 1,554,140 $ 1,691,351 $ 1,696,299 $ 1,776,129 22% 80005 PUBLIC WORKS $ 2,635,705 $ 2,812,013 $ 3,112,862 $ 3,017,542 $ 3,260,287 $ 3,364,470 20% 90005 PARKS & RECREATION $ 3,594,105 $ 3,975,972 $ 4,144,464 $ 4,777,888 $ 4,519,727 $ 4,729,464 19% $ 41,250,964 $ 44,594,676 $ 47,928,481 $ 50,281,246 $ 52,088,425 $ 54,114,469 21%
CITY OF DORAL FY 2020 ADOPTED BUDGET 77 | P a g e
FIVE YEAR ADOPTED BUDGET AND FINANCIAL PLAN FOR 2020-2024 OPERATING COST % CHANGE FY2020 BUDGET ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED TO DEPARTMENT FY 2018-19 FY 2019-20 FY 2020-2021 FY 2021-22 FY 2022-23 FY 2023-24 FY2024 10005 CITY COUNCIL $ 319,900 $ 307,400 $ 314,470 $ 321,389 $ 328,459 $ 335,685 9% 11005 CITY MANAGER $ 34,900 $ 35,740 $ 36,562 $ 37,366 $ 38,188 $ 39,029 9% 11505 PUBLIC AFFAIRS $ 202,875 $ 268,790 $ 274,972 $ 281,022 $ 287,204 $ 293,523 9% 11605 ECONOMIC DEVELOPMENT $ 119,900 $ - $ - $ - $ - $ - 0% 12005 CITY CLERK $ 394,600 $ 168,900 $ 270,330 $ 174,077 $ 277,906 $ 181,820 8% 13005 CHARTER ENFORCEMENT $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 0% 20005 HUMAN RESOURCES $ 166,241 $ 180,679 $ 244,835 $ 188,901 $ 193,057 $ 197,304 9% 21005 FINANCE $ 105,945 $ 102,295 $ 104,648 $ 106,950 $ 109,303 $ 111,708 9% 22005 INFORMATION TECHNOLOGY $ 2,432,017 $ 2,762,985 $ 2,756,819 $ 2,889,717 $ 2,986,220 $ 2,977,268 8% 30005 CITY ATTORNEY $ 685,000 $ 309,800 $ 317,539 $ 324,525 $ 331,665 $ 338,961 9% 40005 PLANNING & ZONING $ 124,800 $ 310,084 $ 301,871 $ 308,512 $ 315,299 $ 322,236 4% 50005 GENERAL GOVERNMENT $ 2,813,993 $ 2,412,362 $ 2,265,395 $ 2,597,409 $ 2,657,887 $ 2,734,861 13% 60005 POLICE $ 1,636,854 $ 1,845,922 $ 1,751,706 $ 1,790,244 $ 1,829,629 $ 1,869,881 1% 70005 BUILDING $ 586,735 $ 405,417 $ 413,668 $ 423,866 $ 428,191 $ 443,852 9% 71005 CODE COMPLIANCE $ 69,753 $ 57,748 $ 59,076 $ 60,376 $ 61,704 $ 63,062 9% 80005 PUBLIC WORKS $ 2,733,595 $ 2,035,665 $ 2,107,485 $ 2,128,300 $ 2,190,123 $ 2,232,975 10% 90005 PARKS & RECREATION $ 2,347,234 $ 2,518,639 $ 2,556,108 $ 2,728,342 $ 2,669,814 $ 2,728,549 8% $ 14,824,342 $ 13,772,426 $ 13,825,484 $ 14,410,996 $ 14,754,649 $ 14,920,714 8%
CITY OF DORAL FY 2020 ADOPTED BUDGET 78 | P a g e
FIVE YEAR ADOPTED BUDGET AND FINANCIAL PLAN FOR 2020-2024 CAPITAL COST BUDGET ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED DEPARTMENT FY 2018-19 FY 2019-20 FY 2020-2021 FY 2021-22 FY 2022-23 FY 2023-24 10005 CITY COUNCIL $ - $ - $ - $ - $ - $ - 11005 CITY MANAGER $ - $ - $ - $ - $ - $ - 11505 PUBLIC AFFAIRS $ 2,000 $ - $ - $ - $ - $ - 11605 ECONOMIC DEVELOPMENT $ - $ - $ - $ - $ - $ - 12005 CITY CLERK $ - $ - $ - $ - $ - $ - 13005 CHARTER ENFORCEMENT $ - $ - $ - $ - $ - $ - 20005 HUMAN RESOURCES $ - $ - $ - $ - $ - $ - 21005 FINANCE $ - $ - $ - $ - $ - $ - 22005 INFORMATION TECHNOLOGY $ 871,698 $ 629,193 $ 401,125 $ 310,865 $ 401,125 $ 410,865 30005 CITY ATTORNEY $ - $ - $ - $ - $ - $ - 40005 PLANNING & ZONING $ - $ - $ - $ - $ - $ - 50005 GENERAL GOVERNMENT $ - $ - $ - $ - $ - $ - 60005 POLICE $ 466,700 $ 348,383 $ 829,000 $ 1,232,828 $ 946,825 $ 966,458 70005 BUILDING $ 70,000 $ - $ 44,000 $ 44,000 $ 44,000 $ 44,000 71005 CODE COMPLIANCE $ 45,000 $ - $ 25,000 $ 25,000 $ 25,000 $ 27,500 80005 PUBLIC WORKS $ 105,000 $ 98,600 $ 28,000 $ 65,000 $ - $ - 90005 PARKS & RECREATION $ 86,000 $ - $ 113,500 $ 75,000 $ 29,000 $ - $ 1,646,398 $ 1,076,176 $ 1,440,625 $ 1,752,693 $ 1,445,950 $ 1,448,823
CITY OF DORAL FY 2020 ADOPTED BUDGET 79 | P a g e
FIVE YEAR ADOPTED BUDGET AND FINANCIAL PLAN FOR 2020-2024 DEBT & GRANTS/ TRANSFERS % CHANGE FY2020 BUDGET ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED TO DEPARTMENT FY 2018-19 FY 2019-20 FY 2020-2021 FY 2021-22 FY 2022-23 FY 2023-24 FY2024 10005 CITY COUNCIL $ - $ - 11005 CITY MANAGER $ - $ - 11505 PUBLIC AFFAIRS $ - $ - 11605 ECONOMIC DEVELOPMENT $ - $ - 12005 CITY CLERK $ - $ - 13005 CHARTER ENFORCEMENT $ - $ - 20005 HUMAN RESOURCES $ - $ - 21005 FINANCE $ - $ - 22005 INFORMATION TECHNOLOGY $ - $ - 30005 CITY ATTORNEY $ - $ - 40005 PLANNING & ZONING $ - $ - 50005 GENERAL GOVERNMENT $ 3,089,123 $ 3,044,058 $ 4,061,087 $ 3,923,433 $ 3,327,210 $ 3,330,952 9% 60005 POLICE $ - $ - 70005 BUILDING $ - $ - 71005 CODE COMPLIANCE $ - $ - 80005 PUBLIC WORKS $ - $ - 90005 PARKS & RECREATION $ - $ - $ 3,089,123 $ 3,044,058 $ 4,061,087 $ 3,923,433 $ 3,327,210 $ 3,330,952
CITY OF DORAL FY 2020 ADOPTED BUDGET 80 | P a g e
GENERAL FUND BUDGET
CITY OF DORAL FY 2020 ADOPTED BUDGET 81 | P a g e
CITY OF DORAL FY 2020 ADOPTED BUDGET 82 | P a g e
GENERAL FUND REVENUES
ADOPTED AMENDED YEAR-END ACTUAL ACTUALS BUDGET BUDGET ACTUAL ESTIMATE PROPOSED ADOPTED ACCOUNT - DESCRIPTION FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 TAXES 311100 - AD VALOREM TAXES - CURRENT 19,367,300 21,354,285 23,800,342 23,800,342 23,360,263 22,956,000 24,756,713 24,756,713 311200 - AD VALOREM TAXES-DELINQUENT 504,086 545,526 450,000 450,000 663,857 587,993 500,000 500,000 313100 - FRANCHISE FEES - ELECTRICITY 2,464,185 3,496,163 3,000,000 3,000,000 3,171,895 3,000,000 1,961,000 1,961,000 313700 - FRANCHISE FEES - SOLID WASTE 1,223,753 1,357,908 1,200,000 1,200,000 1,127,996 1,227,000 1,200,000 1,200,000 313900 - FRANCHISE FEES - BUS BENCH ADS 28,412 21,895 28,500 28,500 15,500 22,000 22,000 22,000 313920 - TOWING FEES 11,235 11,820 10,000 10,000 12,205 12,000 11,000 11,000 314100 - UTILITY TAXES - ELECTRICITY 7,503,945 8,267,782 7,600,000 7,600,000 6,037,417 7,850,000 7,600,000 7,600,000 314200 - COMMUNICATION SERVICES TAX 3,965,886 4,162,963 3,990,555 3,990,555 3,021,388 3,673,000 3,551,151 3,551,151 314300 - UTILITY TAXES - WATER 1,077,852 1,137,160 1,000,000 1,000,000 768,245 1,220,000 1,100,000 1,100,000 314400 - UTILITY TAXES - GAS 72,968 102,964 80,000 80,000 81,468 84,000 80,000 80,000 TAXES TOTAL 36,219,621 40,458,466 41,159,397 41,159,397 38,260,236 40,631,993 40,781,864 40,781,864 LICENSES & PERMITS 321100 - LOCAL BUSINESS LICENSE TAX 1,149,353 1,038,145 1,200,000 1,200,000 1,079,058 1,200,000 1,225,000 1,225,000 322100 - BUILDING PERMITS 4,916,533 6,768,270 5,000,000 5,000,000 6,335,940 6,800,000 5,900,000 5,900,000 329101 - OTHER FEES - BOILER FEES 40,741 31,813 40,000 40,000 26,254 27,386 33,000 33,000 329200 - ALARM PERMITS 253,458 259,979 280,000 280,000 196,936 215,000 230,000 230,000 329300 - ZONING HEARING FEES 97,163 76,510 100,000 100,000 57,875 75,000 65,000 65,000 329400 - ZONING PLAN REVIEW FEES 136,332 227,256 175,000 175,000 91,654 115,000 100,000 100,000 329401 - ZONING PERMIT REVIEW FEES 300 63,651 55,000 55,000 73,507 75,000 70,000 70,000 329500 - CERTIFICATES OF OCCUPANCY 573,781 476,561 445,000 445,000 406,926 460,000 475,000 475,000 329600 - CONCURRENCY FEES 98,402 148,272 100,000 100,000 110,738 143,000 120,000 120,000 329700 - PUBLIC WORKS PERMITS 223,597 255,249 275,000 275,000 133,681 141,000 215,000 215,000 329800 - CODE DEFAULT PROPERTY FEES 0 0 0 0 42,400 45,000 30,000 30,000 LICENSES & PERMITS TOTAL 7,489,660 9,345,706 7,670,000 7,670,000 8,554,969 9,296,386 8,463,000 8,463,000 INTERGOVERNMENTAL 335120 - STATE SHARING REVENUE 1,328,824 1,410,964 1,410,672 1,410,672 1,390,879 1,335,854 1,540,428 1,540,428 335150 - ALCOHOLIC BEVERAGE TAX 74,235 74,344 70,000 70,000 79,806 71,520 70,000 70,000 335180 - HALF CENT SALES TAX 4,280,346 4,705,140 4,825,572 4,825,572 4,697,201 5,000,000 5,249,795 5,249,795 338100 - COUNTY BUSINESS TAX RECIEPTS 88,289 71,335 75,000 75,000 80,895 75,000 75,000 75,000 INTERGOVERNMENTAL TOTAL 5,771,694 6,261,782 6,381,244 6,381,244 6,248,781 6,482,374 6,935,223 6,935,223 CHARGES FOR SERVICES 341302 - OPTIONAL PLAN REVIEW FEE 121,343 51,053 0 0 570 570 100,000 100,000 341303 - BUILDING TRAINING FEES 28,820 12,000 75,000 75,000 0 26,323 75,000 75,000 341900 - LIEN SEARCH FEES 205,760 218,484 206,000 206,000 226,201 206,000 206,000 206,000 341901 - CANDIDATE QUALIFYNG FEES 0 2,730 0 0 840 840 0 0 341902 - BLDG ADMINISTRATIVE FEES 121,769 188,323 140,000 140,000 128,411 136,000 132,000 132,000 341903 - BLDG RECORDS REQUEST 71,101 85,077 71,000 71,000 83,414 77,100 75,000 75,000 342100 - POLICE SERVICES 806,075 725,345 750,000 750,000 841,960 650,000 775,000 775,000 342110 - POLICE SERVICES - RECORDS 10,510 7,200 10,000 10,000 7,739 7,700 10,000 10,000 342115 - SCHOOL CROSSING GUARDS 72,122 81,165 65,000 65,000 67,311 79,000 70,000 70,000 342120 - POLICE SERVICE-MDC SCHOOLS 0 0 126,317 126,317 140,352 126,000 126,317 126,317 342130 - POLICE SERVICES-SCHOOL OFFICER 0 28,424 448,378 448,378 490,314 497,420 497,420 497,420 342901 - BLDG RECERT FEES 40-YR 8,050 5,700 9,000 9,000 14,460 11,000 10,000 10,000 347200 - RECREATION FEES 103,396 103,737 140,000 140,000 91,490 103,000 100,000 100,000 347201 - RECREATION - RENTALS 46,833 121,517 100,000 100,000 139,360 130,000 120,000 120,000 347202 - RECREATION - BRONCO REGIS. 34,659 32,060 35,000 35,000 25,951 35,000 35,000 35,000 347203 - RECREATION-CONCESSIONS 23,242 21,087 20,000 20,000 10,341 10,000 12,000 12,000 347400 - RECREATION - SPECIAL EVENTS 43,068 30,916 45,000 45,000 29,063 30,000 30,000 30,000 347401 - RECREATION - SPONSORSHIPS 28,480 118,830 120,000 120,000 84,967 86,000 100,000 100,000 347402 - RECREATION - CAMPS 43,565 73,390 70,000 70,000 82,419 21,000 75,000 75,000 347403 - RECREATION - TENNIS 140,372 140,126 75,000 75,000 52,527 58,000 60,000 60,000
CITY OF DORAL FY 2020 ADOPTED BUDGET 83 | P a g e
ADOPTED AMENDED YEAR-END ACTUAL ACTUALS BUDGET BUDGET ACTUAL ESTIMATE PROPOSED ADOPTED ACCOUNT - DESCRIPTION FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 347404 - RECREATION - SOCCER 79,647 103,710 80,000 80,000 229,317 275,000 250,000 250,000 347405 - RECREATION-COMMUNITY CENTER 49,913 111,141 90,000 90,000 101,307 97,000 110,000 110,000 347406 - RECREATION-TRAINING 0 0 500 500 300 300 500 500 347407 - RECREATION-BASEBALL 13,718 13,103 13,000 13,000 21,842 13,000 13,000 13,000 CHARGES FOR SERVICES TOTAL 2,052,442 2,275,117 2,689,195 2,689,195 2,868,778 2,676,253 2,982,237 2,982,237 FINES & FORFEITS 351100 - JUDGEMENTS & FINES 303,663 444,977 375,000 375,000 532,185 595,000 455,000 455,000 351150 - SAFETY REDLIGHT CAMERAS 5,421 1,101,906 910,000 910,000 1,294,298 1,300,000 1,125,000 1,125,000 351900 - JUDGEMENTS & FINES-OTHER 2,905 0 5,000 5,000 0 0 0 0 359101 - FINES - PERMIT VIOLATIONS 171,351 267,022 203,500 203,500 171,749 175,000 150,000 150,000 FINES & FORFEITS TOTAL 483,341 1,813,905 1,493,500 1,493,500 1,998,233 2,070,000 1,730,000 1,730,000 MISCELLANEOUS 331206 - FDOT HVE GRANT 14,984 0 0 0 0 0 0 0 334200 - STATE OF FL JAG GRANT -2009 16,633 0 0 0 6,319 0 0 0 334390 - STATE-VOL.CLEANUP TAX.CERT. 128,003 0 0 0 338,890 0 0 0 334700 - STATE-CULTURAL FACILITY GRANT 145,000 0 0 0 0 0 0 0 337500 - GRANT 0 10,000 0 0 24,359 24,359 0 0 337701 - GRANT - FORESTRY 0 12,500 0 0 0 0 0 0 347204 - RECREATION-TAXABLE SALES 0 11,034 15,000 15,000 17,932 20,000 20,000 20,000 361100 - INTEREST INCOME 989,633 1,268,926 350,000 350,000 1,689,107 1,727,000 1,000,000 1,000,000 362100 - LEASE AGREEMENT-DORAL PREP 12 12 12 12 13 12 12 12 366000 - PRIVATE GRANTS & CONTIRBUTIONS 171,000 20,000 0 0 380,000 0 0 0 366100 - DEVELOPER CONTRIBUTIONS 0 0 0 500,000 500,000 500,000 0 0 366200 - PRIVATE CONTRIBUTIONS-OTHER 0 0 0 0 30 0 0 0 367100 - CHANGE IN INVEST VALUE 457,227 709,609 0 0 1,473,134 1,000,000 0 0 369100 - MISCELLANEOUS INCOME 48,896 6,134 35,000 35,000 45,578 43,000 35,000 35,000 369101 - BLDG MISC - OT RECOVERY 358,892 244,703 400,000 400,000 430,880 450,000 363,000 363,000 369102 - BLDG MISC - COPY SCAN FEES 79,167 90,511 80,000 80,000 92,357 100,000 90,000 90,000 369103 - POLICE AUTO TAKE HOME PGM 92,663 57,887 50,000 50,000 47,800 52,000 50,000 50,000 369104 - MAU PARK 0 0 7,000 7,000 7,000 7,000 7,000 7,000 369200 - PRIOR YEARS RECOVERY 104,065 65,003 50,000 50,000 13,488 13,500 30,000 30,000 369301 - SETTLEMENT - VIEWPOINT 0 87,500 0 0 0 0 0 0 369400 - MISC.PARK FEES 0 200 0 0 300 200 0 0 369900 - INSURANCE PROCEEDS 42,774 84,387 0 0 160,267 126,000 0 0 MISCELLANEOUS TOTAL 1,526,366 1,249,188 987,012 1,487,012 5,214,816 4,063,071 1,595,012 1,595,012 REVENUES GRAND TOTAL 53,543,123 61,404,164 60,380,348 60,880,348 63,145,814 65,220,077 62,487,336 62,487,336
CITY OF DORAL FY 2020 ADOPTED BUDGET 84 | P a g e
GENERAL FUND REVENUE PROJECTIONS
TAXES
The revenue classification in the General Fund includes Ad Valorem (Property) Taxes, Franchise Fees, Utility Taxes and the Simplified Communications Tax. This class of revenue provides a fairly stable source and normally displays an increasing trend due to increases in property assessments (which are established by the County Property Appraiser’s Office) and new construction which have a direct effect on the formulas used to determine the amounts.
Ad valorem Taxes
311.100 Ad Valorem Taxes Current - Ad Valorem or property taxes are authorized by Chapter 166, Florida Statutes. The Florida Constitution limits local governments to a maximum of 10 mills of Ad Valorem taxation. The amount of revenue is based on the tax rate multiplied by the assessed value of the City, which is provided by the County Property Appraisal Department. The amount is then budgeted at 95% of its gross value to allow for prompt payment discounts and other adjustments in accordance with Florida Statutes.
311.200 Ad Valorem Taxes-Delinquent-This revenue source is derived by those taxpayers who do not pay their taxes by March 31 of any given year. On average the total revenue received in this category is minimal when compared to the total Ad Valorem taxes collected.
CITY OF DORAL FY 2020 ADOPTED BUDGET 85 | P a g e
Utility Taxes
314.100 Utility Tax-Electricity -Section 166.23 (I) (A), Florida Statutes, authorizes a city to collect Public Service or Utility Taxes. The City previously established by Ordinance utility taxes in the amount of 10% on electricity.
314.300 Utility Tax-Water- Section 166.23 (I) (A), Florida Statutes, authorizes a city to collect Public Service or Utility Taxes. The City previously established by Ordinance utility taxes in the amount of 10% on water.
314.400 Utility Tax Gas- Section 166.23 (I) (A), Florida Statutes, authorizes a city to collect Public Service or Utility Taxes
314.200 Communication Services Tax-Utility Taxes and franchise fees on communication services, including telephone service and cable television. These taxes are collected and distributed by the State of Florida.
CITY OF DORAL FY 2020 ADOPTED BUDGET 86 | P a g e
LICENSES AND PERMITS
The Licenses and Permits revenue classification in the General Fund include Occupational Licenses, Building Permits, Other Licenses and Permits, Zoning Hearing Fees, Zoning Plan Revenue Fees, Certificates of Occupancy and Alarm Permits. This revenue source is showing an increasing trend. Traditionally these types of revenues display a fairly constant trend and are impacted by the rate of growth and development in the City.
322.100 Building Permits- Permits must be issued to any individual or business that performs construction work within the corporate limits of the City. These permits are issued for construction, such as plumbing, electrical, structural, mechanical, etc. City Ordinance sets the fees.
INTERGOVERNMENTAL
The State Shared Revenue classification in the General Fund includes State Revenue Sharing proceeds, the Local Government Half-Cent Sales Tax and Alcoholic Beverage License revenues. This classification is showing an increasing trend primarily due to increases in population, which is one of the factors in the revenue sharing formula.
335.120 State Sharing Revenue-The Florida Revenue Sharing Act of 1972, codified as Part II of Chapter 218, Florida Statues, was an attempt by the Florida Legislature to ensure a minimum level of revenue parity across municipalities and counties.
CITY OF DORAL FY 2020 ADOPTED BUDGET 87 | P a g e
335.180 Half Cent Sales Tax - Authorized in 1982, the program generates the largest amount of revenue for local governments among the state-shared revenue sources currently authorized by the Legislature. It distributes a portion of state sales tax revenue via three separate distributions to eligible county or municipal governments. This revenue source represents one-half of the revenue generated by the additional 1% sales tax, which is distributed to counties, and cities based on per capita formula.
CITY OF DORAL FY 2020 ADOPTED BUDGET 88 | P a g e
CHARGES FOR SERVICES
The Charges for Services classification in the General Fund includes School Crossing Guard Revenues, Recreation Fees, Judgments and Fines, Fines and Forfeitures and Lien Search Fees. Overall, the revenue trend for this classification is shown as increasing. The revenues from judgments and fines were derived by taking into consideration the prior year’s actual revenues.
347.200 Recreation Fees- Registration fees for sports leagues, silver club and any other outdoor programming. Additionally, there are specific revenue line items for rentals, camps, community center, special events, etc.
342.100 Police Services (Off Duty) - This amount represents the amount to be paid by residents and business owners for off-duty police. The amount represents the cost of the City providing officers pursuant to off- duty arrangements.
FINES & FORFEITURES
The Fines and Forfeits revenue classification in the General Fund include fees collected by the Courts for Judgments and Fines and fees collected from violations of local ordinances.
351.100 Judgments & Fine - Revenues generated by enforcement and prosecution of municipal ordinances and state statutes. It is anticipated that this source will generate $455,000 worth of revenue.
359.101 Permit Violations - Revenues in this category derive from code compliance penalties and fines resulting from a property owner’s violation of City of Doral codes.
CITY OF DORAL FY 2020 ADOPTED BUDGET 89 | P a g e
OTHER REVENUES
The Other Revenues classification in the General Fund includes interest income and Other Income. This revenue for interest income displays an increasing trend and other is budgeted conservatively as this revenue is unpredictable.
361.100 Interest Income-Investment practices are maintained to allow for 100% of available funds to be invested at all times. Determining factors in forecasting revenue for this line item are the anticipated interest rate and dollars available for investment.
369.100 Miscellaneous Income- Any other revenues not otherwise classified.
CITY OF DORAL FY 2020 ADOPTED BUDGET 90 | P a g e
CITY OF DORAL DEPARTMENTS & DIVISIONS
CITY OF DORAL FY 2020 ADOPTED BUDGET 91 | P a g e
CITY OF DORAL FY 2020 ADOPTED BUDGET 92 | P a g e
OFFICE OF THE MAYOR AND CITY COUNCIL
OFFICE OF THE MAYOR AND CITY COUNCIL FUNCTION
The Doral City Council consists of a Mayor and four Council Members. Elected at large, the Mayor serves a four-year term and the four Council Members serve staggered four-year terms. Each Councilmember occupies one of four seats. Under the City’s Charter, the City Council is the policymaking body. Authority is vested in the Council to enact ordinances, hold public hearings, approve contracts, establish assessments, and authorize construction of all public improvements. Together, the Mayor and Council set the policies for the effective operation of the City. The administrative responsibility of the City rests with the City Manager, who is appointed by the City Council.
Doral operates under a Mayor-Council-Manager form of government. The Mayor is recognized as the head of the City government for all ceremonial purposes and is responsible for nominating the City Manager, City Clerk and City Attorney. The nominations are confirmed by a majority of the City Council. The members of the City Council also serve as the Local Planning Agency responsible for the development of the City’s Comprehensive Development Master Plan.
CITY OF DORAL FY 2020 ADOPTED BUDGET 93 | P a g e
OFFICE OF THE MAYOR AND CITY COUNCIL OBJECTIVES FOR FY 2020
The following objectives were developed to provide a description of the anticipated accomplishments for this department as they relate to the City Council’s Budget Priorities and Strategic Goals which are indicated below.
Sustainability and Capital Area:
• Review of the City Manager’s businesses and draw steady jobs that will recommended operating and capital budget stimulate the economic growth of the City. for adoption by the City. • Foster and maintain a strong sense of • Review and adopt resolutions and community, identity, and of place. ordinances and review staff reports. • Continue to represent a high level of • Conduct public hearings on issues affecting community confidence and trust in city the residents of the City. government. • Promote a diverse and strong local economy that attracts strong flourishing
OFFICE OF THE MAYOR AND CITY COUNCIL BUDGET HIGHLIGHTS
• 120 – 230 Personnel Costs – For this fiscal each Council member for promotional year the City will be converting all items. employees from a 37.5 to a 40-hour work • 510 Office Supplies – Mayor and Council week. Additionally, there is a 1.5% cost of members have separate accounts, each with living adjustment and an up to 2% merit a $5,000 adopted budget. increase based on the individual’s • 540 Dues, Subscriptions, Memberships – performance evaluation. Health insurance Mayor and Council members have separate rates have increase by 6% city-wide. accounts, each with a $6,000 adopted • 480 Promotional Items – The budget budget. includes funding of $500 for the Mayor and
CITY OF DORAL FY 2020 ADOPTED BUDGET 94 | P a g e
OFFICE OF THE MAYOR AND CITY COUNCIL AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 500.110 - Charter Compensation Mayor 1 1 1 1 1 $ 70,778 Council Members 4 4 4 4 4 $ 67,912 Charter Compensation Total 5 5 5 5 5 $ 138,690 500.120 - Full Time Salaries Chief of Staff 1 1 1 1 1 $ 89,543 Legislative Analyst 4 4 4 4 4 $ 289,721 Service Award 5 yr $ 654 Full Time Salaries Total 5 5 5 5 5 $ 379,918 500.130 - Other Salaries N/A Other Salaries Total 0 0 0 0 0 $ -
Total 10 10 10 10 10 $ 518,608
CITY OF DORAL FY 2020 ADOPTED BUDGET 95 | P a g e
00110005 - OFFICE OF THE MAYOR & CITY COUNCIL
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500110 - CHARTER COMPENSATION 132,635 133,962 136,640 136,640 134,761 136,640 138,690 138,690 500120 - FULL TIME SALARIES 326,383 346,628 363,258 363,258 342,728 363,258 379,918 379,918 500125 - COMPENSATED ABSENCES 10,974 7,491 13,926 13,926 2,296 13,926 13,675 13,675 500210 - FICA & MICA TAXES 48,404 49,263 53,237 53,237 48,092 53,237 54,560 54,560 500220 - RETIREMENT CONTRIBUTION 63,372 65,678 68,044 68,044 63,503 68,044 70,475 70,475 500230 - LIFE & HEALTH INSURANCE 224,738 204,123 239,443 239,443 230,695 239,443 266,666 266,666 PERSONNEL TOTAL 806,507 807,145 874,548 874,548 822,075 874,548 923,984 923,984 OPERATING 500400 - TRAVEL & PER DIEM 26,100 26,100 26,100 26,100 26,100 26,100 26,100 26,100 50040A - TRAVEL-COUNCIL SEAT MAYOR 11,783 17,099 20,000 20,000 14,799 20,000 20,000 20,000 50040B - TRAVEL-COUNCIL SEAT ONE 6,135 9,310 10,000 10,000 6,788 10,000 10,000 10,000 50040C - TRAVEL-COUNCIL SEAT TWO 18,417 9,909 10,000 10,000 5,248 10,000 10,000 10,000 50040D - TRAVEL-COUNCIL SEAT THREE 3,549 5,186 10,000 10,000 1,642 10,000 10,000 10,000 50040E - TRAVEL-COUNCIL SEAT FOUR 7,113 10,441 10,000 5,000 5,927 5,000 10,000 10,000 500401 - COUNCIL STIPEND 150,000 150,000 150,000 150,000 146,629 150,000 150,000 150,000 500410 - COMMUNICATION & FREIGHT 10,200 12,095 13,800 13,800 10,035 13,800 13,800 13,800 500490 - OTHER CURRENT CHARGES 31,795 0 0 0 0 0 0 0 500510 - OFFICE SUPPLIES 22,471 8,515 0 0 0 0 0 0 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 25,834 24,869 0 0 0 0 0 0 50048A - PROM.ACT.-COUNCIL SEAT MAYOR 0 0 500 500 0 500 500 500 50048B - PROM.ACT.-COUNCIL SEAT ONE 0 0 500 500 95 500 500 500 50048C - PROM.ACT.-COUNCIL SEAT TWO 0 0 500 500 0 500 500 500 50048D - PROM.ACT.-COUNCIL SEAT THREE 0 0 500 500 0 500 500 500 50048E - PROM.ACT.-COUNCIL SEAT FOUR 0 0 500 500 427 500 500 500 50051A - OFF.SUPP.-COUNCIL SEAT MAYOR 0 0 5,000 5,000 1,350 5,000 5,000 5,000 50051B - OFF.SUPP.-COUNCIL SEAT ONE 0 0 5,000 5,500 4,124 5,000 5,000 5,000 50051C - OFF.SUPP.-COUNCIL SEAT TWO 0 0 5,000 5,000 1,650 5,000 5,000 5,000 50051D - OFF.SUPP.-COUNCIL SEAT THREE 0 0 5,000 5,000 2,883 5,000 5,000 5,000 50051E - OFF.SUPP.-COUNCIL SEAT FOUR 0 0 5,000 10,000 8,911 10,000 5,000 5,000 50054A - DUES/MEMB.-COUNCIL SEAT MAYOR 0 0 6,000 6,000 3,899 6,000 6,000 6,000 50054B - DUES/MEMB.-COUNCIL SEAT ONE 0 0 6,000 5,500 1,563 6,000 6,000 6,000 50054C - DUES/MEMB.-COUNCIL SEAT TWO 0 0 6,000 6,000 3,078 6,000 6,000 6,000 50054D - DUES/MEMB.-COUNCIL SEAT THREE 0 0 6,000 6,000 2,584 6,000 6,000 6,000 50054E - DUES/MEMB.-COUNCIL SEAT FOUR 0 0 6,000 6,000 5,204 6,000 6,000 6,000 OPERATING TOTAL 313,397 273,526 307,400 307,400 252,937 307,400 307,400 307,400 CAPITAL CAPITAL TOTAL 0 0 0 0 0 0 0 0 Grand Total 1,119,904 1,080,671 1,181,948 1,181,948 1,075,012 1,181,948 1,231,384 1,231,384
CITY OF DORAL FY 2020 ADOPTED BUDGET 96 | P a g e
OFFICE OF THE CITY MANAGER
OFFICE OF THE CITY MANAGER FUNCTION
The City Manager is the chief administrative officer of the City and ensures the proper implementation of laws, policies, and provisions of the City Charter and acts of the City Council, through the administration of all Departments and Divisions of the City government. The City Manager also assists in planning for the development of the City, oversees the budget preparation, and supervises the daily operations of the City.
To oversee the above functions, a Deputy City Manager and associated staff provide support to the City Manager in the areas of administration, operations, and finance.
CITY OF DORAL FY 2020 ADOPTED BUDGET 97 | P a g e
OFFICE OF THE CITY MANAGER ACCOMPLISHMENTS FOR FY 2019
This section lists key accomplishments associated with the following strategic priority areas, goals and objectives.
Performance Strategic Focus Areas
• Communication • Sustainability • Capital
Performance Goals and Strategies
• Communication • Smart City • Long-Term Financial Sustainability and Infrastructure Investment Capacity • Organizational Efficiency • Transportation • Workforce Housing • Quality of Place • Economic Diversification
Performance Objectives
The following objectives were developed to provide a description of the anticipated accomplishments for this Office as they relate to the City Council’s Budget Priorities and Strategic Goals.
• Continue to improve relationships with other agencies and municipalities • Pursue public vote on bond for park development • Initiate discussions on independent annexation with key parties • Manage residential growth and develop an Economic Development Rapid Response Team • Coordinate with Doral Police Department to increase Police presence and promote business friendly environment • Continue to pursue and support sports village type initiatives • Continue to further communication type programs and initiatives for Departments to more efficiently and effectively communicate with internal and external stakeholders through various means, including use of new technology (Building, Public Works, Economic Development, Police) • Analyze with Public Affairs and Parks & Recreation, City events and identify time efficiencies and cost savings for the City
CITY OF DORAL FY 2020 ADOPTED BUDGET 98 | P a g e
OFFICE OF THE CITY MANAGER OBJECTIVES FOR FY 2020
The City’s strategic goals and strategies were presented to the Mayor and Members of the City Council on June 12, 2019; they were unanimously endorsed.
Performance Strategic Focus Areas
• Safety • Opportunity • Mobility • Play • Control • Effective & Efficient Government • Financial Planning
Performance Goals and Strategies
• Landfill Analysis • Code and Regulations • Police Services • Communication and Constituent Services • Existing Business Support • Customer Experience • Marketing • Metrix • Enhancements • Accountability • Process Improvements • Attention to Detail • Senior Programming • Capital Projects Management • Inclusive Parks • Current Positions • Amphitheater • Annexation • Special Events • Infrastructure • Teen Programming • Revenue • Youth Baseball • Renewal and Replacement
Performance Objectives
The following objectives were developed to provide a description of the anticipated accomplishments for this Office as they relate to the City Council’s Budget Priorities and Strategic Goals.
• Develop strategy to expedite County reviews and projects • Develop process to ensure that the City speaks with one voice • Hold weekly review meetings • Implement a tracking system for work assignment • Hold weekly review regarding critical topics and/or areas where performance needs to be improved • Evaluate job descriptions and salaries for capital project related positions
CITY OF DORAL FY 2020 ADOPTED BUDGET 99 | P a g e
OFFICE OF THE CITY MANAGER BUDGET HIGHLIGHTS
• 111 – 230 Personnel Costs – For this fiscal performance evaluation. Health insurance year the City will be converting all rates have increase by 6% city-wide. employees from a 37.5 to a 40-hour work • 400 Travel & Per Diem - The increase is week. Additionally, there is a 1.5% cost of related to the Auto Allowance for the living adjustment and an up to 2% merit Deputy City Manager. increase based on the individual’s
CITY OF DORAL FY 2020 ADOPTED BUDGET 100 | P a g e
OFFICE OF THE CITY MANAGER BUDGET AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries City Manager 1 1 1 1 1 $ 217,413 Deputy City Manager 1 1 1 1 1 $ 168,652 Administrative Salaries Total 2 2 2 2 2 $ 386,065 500.120 - Full Time Salaries Senior Executive Assistant to the City Manager 1 1 1 1 0 $ - Reclassed to Executive Administrative Assistant to the City Manager 1 0 0 0 0 1 $ 73,744 Service Award 10 yr $ 2,458 Transportation Advisor to the City Manager 1 1 0 0 0 $ - Receptionists/Clerical Aide 1st & 3rd Floors 2 0 0 0 0 $ - Receptionist 0 1 0 0 0 $ - Clerical Aide II 0 1 1 1 1 $ 34,289 Full Time Salaries Total 4 4 2 2 2 $ 110,491 500.130 - Other Salaries P/T Clerical Aide (Mail Distribution) 1 1 0 0 0 $ - Other Salaries Total 1 1 0 0 0 $ -
Total 7 7 4 4 4 $ 496,556
1RECLASSIFIED - Senior Executive Assistant to the City Manager to Executive Administrative Assistant to the City Manager
CITY OF DORAL FY 2020 ADOPTED BUDGET 101 | P a g e
00111005 - OFFICE OF THE CITY MANAGER
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500111 - ADMINISTRATIVE SALARIES 341,179 358,383 374,042 374,042 267,221 298,104 386,065 386,065 500120 - FULL TIME SALARIES 223,424 106,725 119,277 119,277 101,617 119,277 95,949 108,033 500125 - COMPENSATED ABSENCES 28,795 13,862 23,103 23,103 97,221 23,103 21,305 21,741 500130 - OTHER SALARIES 17,531 0 0 0 0 0 0 0 500140 - OVERTIME 466 0 250 250 0 250 0 0 500210 - FICA & MICA TAXES 39,232 29,690 40,282 40,282 30,795 40,282 39,832 40,790 500220 - RETIREMENT CONTRIBUTION 68,396 55,366 59,199 59,199 61,997 59,199 96,886 98,336 500230 - LIFE & HEALTH INSURANCE 58,757 52,183 45,524 45,524 53,667 45,524 65,922 77,710 PERSONNEL TOTAL 777,781 616,210 661,677 661,677 612,518 585,739 705,959 732,675 OPERATING 500400 - TRAVEL & PER DIEM 18,567 18,821 14,000 11,000 8,542 14,000 20,600 20,600 500410 - COMMUNICATION & FREIGHT 4,575 3,900 3,900 3,900 3,525 3,900 4,500 4,500 500510 - OFFICE SUPPLIES 3,485 2,423 2,640 2,677 2,676 2,140 2,640 2,640 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 8,279 9,992 8,000 10,963 9,614 8,500 8,000 8,000 OPERATING TOTAL 34,905 35,135 28,540 28,540 24,358 28,540 35,740 35,740 CAPITAL OUTLAY CAPITAL OUTLAY TOTAL 0 0 0 0 0 0 0 0 Grand Total 812,686 651,346 690,217 690,217 636,876 614,279 741,699 768,415
CITY OF DORAL FY 2020 ADOPTED BUDGET 102 | P a g e
DIVISION OF PUBLIC AFFAIRS
DIVISION OF PUBLIC AFFAIRS FUNCTION
The mission of the Division of Public Affairs is to articulate the City’s accomplishments, policies, and brand. The success of any enterprise comes from a strong foundation and a clear vision. The Public Affairs vision is “The City works hard and responsibly to make Doral the premier community in which to “live, work, learn, play”. This is the Division’s promise to the City’s stakeholders. Public Affairs will communicate what residents can expect from the City’s policies and services; the value of the community, safeguarded by businesses, institutions, and residents and how this value can attract investors, visitors, and talent. This is the foundation of the City’s brand identity. Not only must the Division of Public Affairs inform but must also do so in a creative and entertaining way. Having the local community in mind at all times, Public Affairs researches and listens for those key issues or behaviors that require attention and creates campaigns to shift the negative issues into a positive result.
CITY OF DORAL FY 2020 ADOPTED BUDGET 103 | P a g e
PUBLIC AFFAIRS ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and status of current year budget initiatives that support the City’s Strategic Goals.
Media/Direct Communications • The number of graphic design projects completed in-house, continues to grow as the • Implemented quarterly magazine “Doral Life” Division has taken on the design of other with new design that will be mailed to each Department’s materials for brand and Doral home quarterly with information on message continuity. For instance, wall designs City events, initiatives, and programs. at Visitors Center, visuals for new EOC, • Successfully completed education campaign floodplain brochures and event/program for General Obligation Parks Bond to inform flyers. the public on projects that will be funded. Communication continued following the Community Relations passing of the bond to keep residents informed and involved every step of the way. • Along with Parks & Recreation spearheaded • Executed integrated campaigns to promote application process that resulted in the City new programs like FreeBee rides and Spend of Doral being named an All-American Finalist Local Save Local. 2019. • Identified topics of public interest such as the • Furthered City initiatives and strengthened Odor Control matter and road projects. partnerships, Community Outreach has Engaged with residents through email, social become an integral part of operations. media, website, and videos to keep the public Working with partners like: FIU, Autism updated on the status. Speaks, UM Miller School of Medicine, • Participated in the new “Mayor on the Move” Venezuelan American Chamber of Series each month visiting HOAs to inform on Commerce, Southern Command, and many important City information and how to best more. reach the City for assistance. • Continued promotion of • Work between the Division and other [email protected] email to the Departments continued through community encouraging general inquiries, promotional, marketing, and protocol comments and feedback to be submitted support on numerous events and efforts. there as a central location to coordinate • Continued fostering media relationships with response with pertinent department. Along quick and transparent responses to inquiries with social media campaign for residents to for an accurate and balanced story. TAG US should they need assistance in order • Management and coordination of interview to mitigate misinformation. requests to City Departments and crafting of • Planning and executing top-level City events message as needed. that include, ribbon cutting, groundbreakings, • Preparation of products for Council that sister cities ceremonies, and other events that include press guidance, talking points, and come through Council/Administrative visiting dignitary profiles. initiatives (State of the City, PedestriArt, CITY OF DORAL FY 2020 ADOPTED BUDGET 104 | P a g e
National Day of Prayer, Council & City on topics ranging from public safety to public Manager Swearing-in). works and political affairs. • Overseeing Facility Use Application process • Implemented Facebook Live streaming of all for organizations that apply to use the facilities Council and Zoning meetings. (Government Center & Doral Police Training • Used organic and paid campaigns to garner and Community Center). The number of successful attendance for events like requests and events help at these locations, Mother’s Day Retro Concert and Doral requiring coordination of logistics Hearts Brazil. interdepartmentally continues to increase. • Saturated the website with contact info on • Additionally, the Public Affairs Division all Departments to better help our coordinates the logistical coordination of all constituents reach us. events held in the Government Center facility • Created new Monthly Business Tax Receipt (consular visits, public workshops, etc.), and list on website to highlight the new as of May 2018, the PD Substation’s businesses. community room. • Several pages/links have been recycled for o Over 45 events, ceremonies, galas, were aesthetics and increased efficiency with new fully planned by Public Affairs thus far. online services like GIS. (sister city receptions, key to the city • New pages added to highlight key initiatives events, employee holiday party, swearing- such as Doral Parks Bond, Smart City, and in ceremony). Public Affairs Newsroom. o Over 370 facility events have been • We continue to make changes for a better coordinated this FY in collaboration with user experience, enhancing ADA respective department/division/outside accessibility. Process is ongoing. organization hosting. • A strong relationship with the Miami-Dade Digital & Multimedia County Film Commissioner has resulted in Doral becoming a viable filming location for • Achieving consistency in our messages and production companies like Univision lowering production cost, while Network, Telemundo Studios, Big Fish communicating information on the multitude Entertainment, and others. Total local budget of City Services offered, is of the utmost of the productions exceeded $21 million in importance. In the last 12 months, Public Miami-Dade County. Affairs produced 138 video items from • This FY there have been 9 film permits thus promos for Doral Glades Park, to the far. educational videos for the Doral Parks Bond. The Division has saved the City more than Web Content/ Social Media $125,000 in video production costs, based on local marketing standard rates with • Tracking social media sentiments from posts minimum personnel. – From Oct 1, 2018- July 5, 2019 sentiment has been 44% positive with only 8% negative 1. Ritmo Doral Concert ($20,000) 2. Body Camera PSA ($8,000)
CITY OF DORAL FY 2020 ADOPTED BUDGET 105 | P a g e
3. Mayor’s Monthly Messages ($12,000) 10. Doral Connects Holiday Video ($6,000) 4. Inside Doral News ($54,000 + Talent Fees) • Increased destination/place making marketing 5. Hurricane Preparedness ($4,000) campaign highlighting Doral’s growth as an 6. Spend Local, Save Local Campaign urban core to live, work, invest, learn and play ($12,000) in. “If you haven’t seen Doral lately, you 7. Doral Through New Eyes Promo haven’t seen Doral”. Advertising avenues ($3,000) included: Comcast programming, South 8. Park Programs Spotlight ($3,000) Florida Business Journal, WLRN radio. 9. Building Safety Month ($3,000)
PUBLIC AFFAIRS ACTIVITY REPORT ACTUAL ACTUAL PROJECTED PROJECTED ACTIVITY 2016-17 2017-18 FY 2018-19 FY 2019-20 Social Media Followers 22,000 32,971 44,172 54000 Videos Completed 110 150 156 160 Website Page Views 1,192,081 1,281,924 1,429,530 1,600,00 Positive Media Mentions 3,081 5,537 20,130 30000 Facility Events Coordinated (logistics) 110 371 385 400 Events Produced (all aspects) 66 45 21 30
CITY OF DORAL FY 2020 ADOPTED BUDGET 106 | P a g e
PUBLIC AFFAIRS OBJECTIVES FOR FY 2020
The following objectives were developed to provide a description of the anticipated accomplishments for the division as it relates to the City Council’s Budget Priorities and Strategic Goals, which are indicated below.
Main Goal: To work with all stake holders (Leadership, City Departments, Residents, Businesses, Community Groups, Visitors) to establish effective communications that will increase the understanding of and support for City programs, policies, and projects; as well as, to develop positive media relations that provide balanced coverage of City issues.
Media/Direct Communications appropriate platforms and enhance Codina Partners promotions through collaborative • Expand destination marketing efforts to efforts with the marketing team. include more digital and mass media • Working with the Superbowl to assess advertising intended to attract new possibility of City’s participation in Super businesses as well as local, national and Bowl-related festivities in 2020. international visitors. The effort is underway • Continue to “TELL THE DORAL STORY” with Doral recently showcased in special to local stakeholders and the broader sections of the South Florida Business regional community through social media Journal and Invest Miami 2019 and scheduled content, business news stories, workshops, to gain significant visibility in American presentations to groups and participation in Airlines’ in-flight publication Nexos in August events. Ongoing video campaigns like the and September. A local destination and Inside Doral provide an instantly business attraction campaign is also slated to recognizable platform to enhance the run during National Public Radio (NPR) communication of “good news” to the drive-time and business news program on community. WLRN radio this summer. • Increase Engagement – Public Affairs wants • Expand online destination marketing via to encourage and enable residents and sponsored social media campaigns to attract business owners to participate in public more local consumers as well as national and policy formation. Continue to generate high international visitors. levels of participation in and attendance at • Develop a brand for Downtown Doral. City programs and events. Through quarterly meetings with Codina • Transparency - It is the intent of the Partners. The City actively seeks Division to conduct the “people’s business” opportunities to promote the expanding in the open— continue making information amenities in the area to residents, businesses about City policies and operations available and visitors through social media, to all— and give constituents and media advertising, editorial content and special reasonable access to elected officials and events like Ritmo Doral. The City will City staff. continue to promote the evolving • Reinforce Credibility – Public Affairs will Downtown Doral brand through all continue providing honest and responsive CITY OF DORAL FY 2020 ADOPTED BUDGET 107 | P a g e
communications that will help to build trust and credibility with audiences, which is Digital & Multimedia critical in maintaining an ongoing dialogue with the community. • The Division will continue to produce: Inside Doral, Citizenry Pride/Responsibility Community Relations campaigns, Mayor’s Messages, Awareness Videos about City Services and • Serve as liaison to the Census Community Departments. Board and execute awareness campaign for • Continue highlighting businesses that Census 2020 to maximize response from the participate in City programs (eg. Spend residents. Local, Save Local) to help those succeed and • Continue supporting Departments with the to promote participation. coordination of events that communicate • Continue to focus on video production as City programs and policies to the 85% of internet users in the United States community. watch online videos. Videos have • Continue to produce top level events with educational and entertainment aspects that partner organizations, per the new facilities can easily teach a new idea or concept. It use policy. can also be the most powerful way to tell a story and to stimulate an emotional Web Content/ Social Media reaction. It has the most viral potential of any content medium. Video fosters trust. • The website is the most important tool with Video has the ability to break down a monthly average of over 84,000 unique boundaries by making communication more page views. This is a dynamic property personal and human. where changes are made, sometimes daily. • Internet has changed communication, and Public Affairs will continue to leverage the social media has changed the visual home page to drive direct visitors to less landscape. This shift allows for distribution visited sections of the website. of content directly to the end user. This • The Division will work to continue growing enables Public Affairs to have a direct and the number of followers across the City’s immediate dialogue but also shortens the multiple social media platforms by 5 to10%. time of programing. The average user • Continue using creative ways to optimize expects to receive the information in less social media content to improve organic than 3 minutes and even some platforms are effectiveness and increase audience more constrained about time, reducing it to awareness, as well as, paid social media 15 seconds. This forces the content campaigns to reach the full local community. creation to be visually appealing, relevant • Enhance communications with constituents and precise. on factual information that matters to them.
CITY OF DORAL FY 2020 ADOPTED BUDGET 108 | P a g e
STRATEGIC PRIORITIES STRATEGIC BUDGET ASSOCIATED PRIORITIES FY 2019-20 COST Opportunity & Marketing: Strengthen distinctive Quarterly mailing of newsletter $ 56,000.00 cultural identity of Doral to all homes Opportunity & Marketing:Increase global and Digital and print advertising to $ 35,000.00 destination marketing continue establishing Doral globally for brand awareness, tourism/business attraction Opportunity & Marketing:Awareness and Census Marketing Firm $ 50,000.00 Marketing Campaign for Census 2020 Control & Communication/Constituent Services Constituent Services $ 44,045.00 Coordinator to handle constituent issues and help city communicate with ONE VOICE.
TOTAL $ 185,045.00
CITY OF DORAL FY 2020 ADOPTED BUDGET 109 | P a g e
PUBLIC AFFAIRS BUDGET HIGHLIGHTS
• 120 – 230 Personnel Costs – For this fiscal • 470 Printing & Binding - This account year the City will be converting all increased as funds were added for the employees from a 37.5 to a 40-hour work “Doral Life” quarterly magazine mailer based week. Additionally, there is a 1.5% cost of on new awarded contract. Ritmo Doral living adjustment and an up to 2% merit printing has moved to the Planning & Zoning increase based on the individual’s Department. performance evaluation. Health insurance • 481 Promotional Activities - This account rates have increase by 6% city-wide. The increased for additional prints and digital for position of Constituent Services destination and global marketing, as well as, Coordinator was also added to the budget. higher quality frames for special recognitions. • 340 Contractual Services - This account • 540 Dues, Subscriptions, & increased due to budgeting for a census Memberships - This account decreased as marketing firm. funds budgeted for trainings/ subscriptions/ memberships were reduced.
CITY OF DORAL FY 2020 ADOPTED BUDGET 110 | P a g e
DIVISION OF PUBLIC AFFAIRS AUTHORIZED POSITIONS BUDGET BUDGET AMENDED BUDGET ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 500.120 - Full Time Salaries Communications & Protocol Manager 1 1 1 1 1 $ 92,664 Service Award 10 yr $ 3,089 Public Relations Coordinator 1 1 0 0 0 $ - Community Relations Coordinator 0 0 1 1 1 $ 72,858 Creative Producer 1 1 1 1 1 $ 69,799 Webmaster 1 0 0 0 0 $ - Webmaster/ Graphic Designer 0 1 1 1 1 $ 72,417 Administrative Assistant 0 0.5 0.5 1 1 $ 39,086 Events Specialist/ Administrative Assistant 1 0 0 0 0 $ - Events Coordinator 0 1 0 0 0 $ - News Producer 1 1 1 1 1 $ 58,152 NEW - Constituent Services Coordinator 0 0 0 0 1 $ 44,045 Full Time Salaries Total 6 6.5 5.5 6 7 $ 452,110 500.130 - Other Salaries N/A Other Salaries Total 0 0 0 0 0 $ -
Total 6 6.5 5.5 6 7 $ 452,110
CITY OF DORAL FY 2020 ADOPTED BUDGET 111 | P a g e
00111505 - DIVISION OF PUBLIC AFFAIRS
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500120 - FULL TIME SALARIES 340,403 327,841 369,765 369,765 338,444 369,765 452,110 452,110 500125 - COMPENSATED ABSENCES 14,015 1,753 14,158 14,158 7,402 14,158 16,190 16,190 500140 - OVERTIME 29 0 0 0 0 0 0 0 500210 - FICA & MICA TAXES 27,331 25,490 30,067 30,067 26,568 30,067 36,523 36,523 500220 - RETIREMENT CONTRIBUTION 41,872 39,315 44,175 44,175 38,395 44,175 53,882 53,882 500230 - LIFE & HEALTH INSURANCE 46,500 55,325 64,277 64,277 65,203 64,277 76,511 76,511 PERSONNEL TOTAL 470,150 449,724 522,442 522,442 476,012 522,442 635,216 635,216 OPERATING 500310 - PROFESSIONAL SERVICES 5,090 0 0 0 0 0 0 0 500340 - CONTRACTUAL SERVICES - OTHER 12,205 30,847 43,500 43,500 38,450 43,500 91,000 91,000 500400 - TRAVEL & PER DIEM 9,192 7,183 7,670 7,670 5,265 7,670 7,670 7,670 500410 - COMMUNICATION & FREIGHT 4,325 3,900 3,900 3,900 3,900 3,900 3,900 3,900 500440 - RENTALS & LEASES 2,679 954 1,000 1,000 0 1,000 0 0 500460 - REPAIR & MAINT - OFFICE EQUIP 269 0 1,000 1,000 0 500 0 0 500470 - PRINTING & BINDING 31,294 40,486 57,050 50,050 37,866 50,000 61,950 61,950 500481 - PROMOTIONAL ACTIVITIES - PIO 68,627 77,125 52,600 59,600 57,374 52,600 63,100 63,100 500490 - OTHER CURRENT CHARGES 20,155 23,985 29,500 29,500 24,782 29,500 29,500 29,500 500510 - OFFICE SUPPLIES 1,706 2,809 3,500 3,500 2,705 3,500 3,500 3,500 500520 - OPERATING SUPPLIES 2,794 433 2,000 2,000 1,892 2,000 1,500 1,500 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 31,159 5,373 7,100 7,100 5,473 7,100 6,670 6,670 OPERATING TOTAL 189,495 193,095 208,820 208,820 177,708 201,270 268,790 268,790 CAPITAL OUTLAY 500640 - CAPITAL OUTLAY - OFFICE 9,962 1,999 750 750 0 750 0 0 CAPITAL OUTLAY TOTAL 9,962 1,999 750 750 0 750 0 0 Grand Total 669,606 644,817 732,012 732,012 653,720 724,462 904,006 904,006
CITY OF DORAL FY 2020 ADOPTED BUDGET 112 | P a g e
DIVISION OF ECONOMIC DEVELOPMENT
The Economic Development Division
is now part of the Planning & Zoning Department.
00111605 - DIVISION OF ECONOMIC DEVELOPMENT
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500120 - FULL TIME SALARIES 149,029 171,206 161,912 161,912 141,905 161,912 0 0 500125 - COMPENSATED ABSENCES 753 1,119 6,228 6,228 869 6,228 0 0 500210 - FICA & MICA TAXES 11,420 13,198 13,423 13,423 10,851 13,423 0 0 500220 - RETIREMENT CONTRIBUTION 17,968 20,421 19,429 19,429 19,050 19,429 0 0 500230 - LIFE & HEALTH INSURANCE 27,952 35,665 38,853 38,853 31,740 38,853 0 0 PERSONNEL TOTAL 207,122 241,608 239,845 239,845 204,415 239,845 0 0 OPERATING 500310 - PROFESSIONAL SERVICES 0 60,000 25,000 25,000 12,500 25,000 0 0 500340 - CONTRACTUAL SERVICES - OTHER 0 0 0 0 0 0 0 0 500400 - TRAVEL & PER DIEM 5,365 10,572 12,720 12,720 5,404 12,720 0 0 500410 - COMMUNICATION & FREIGHT 2,100 2,100 2,100 2,100 1,725 2,100 0 0 500470 - PRINTING & BINDING 0 0 2,000 2,000 1,569 2,000 0 0 500481 - PROMOTIONAL ACTIVITIES - PIO 83,224 91,360 113,500 113,500 102,639 113,500 0 0 500510 - OFFICE SUPPLIES 198 3 500 500 0 500 0 0 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 13,985 8,399 6,080 6,080 395 6,080 0 0 OPERATING TOTAL 104,872 172,435 161,900 161,900 124,231 161,900 0 0 CAPITAL 500640 - CAPITAL OUTLAY - OFFICE 0 0 0 0 0 0 0 0 CAPITAL TOTAL 0 0 0 0 0 0 0 0 Grand Total 311,994 414,043 401,745 401,745 328,646 401,745 0 0
*Economic Development Division was transferred to the Planning & Zoning Department
CITY OF DORAL FY 2020 ADOPTED BUDGET 113 | P a g e
OFFICE OF THE CITY CLERK
OFFICE OF THE CITY CLERK FUNCTION
The City Clerk serves as the Corporate Secretary of the City, the official Secretary of the Legislative body, the Official Records Custodian of the City of Doral, and Supervisor of Elections for all City of Doral municipal elections. The mission of the Office of the City Clerk is “To Improve and Ensure Transparency in Government and Provide Excellence in Customer Service.”
The City Clerk’s Office functions include: • Ensuring that all public meetings are noticed to • Administering the publication of the City of the public and maintaining an accurate record of Doral Code of Ordinances; all Council proceedings; • Responding to public records requests and • Maintaining custody of the City’s vital records ensuring that all City public records are including but not limited to Ordinances, accessible and readily available to the public; Resolutions, Minutes, City Contracts, • Administer and coordinate Advisory Boards; Agreements and Proclamations; • Maintaining lobbyist registration information; • Setting the guidelines and standards for all City • Administering oaths and providing full notary records, incorporating records management services; technologies and establishing repositories for • Acting as the official keeper of the City Seal. archival and vital records; • Providing administrative and clerical support • Administering, supervising and certifying all to the City Council. City of Doral municipal elections;
CITY OF DORAL FY 2020 ADOPTED BUDGET 114 | P a g e
CITY CLERK ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and status of current year budget initiatives that supports the City’s Strategic Goals.
• Continue to provide accurate and timely • Continue to provide timely assistance to the agenda delivery to the public. Mayor and Councilmembers. • Continue to process records requests as received and provided responses to requestors in a timely manner.
CITY CLERK OBJECTIVES FOR FY 2020
The following objectives were developed to provide a description of the anticipated accomplishments for this department as they relate to the City Council’s Budget Priorities and Strategic Goals which are indicated below.
• Continue to provide accurate and efficient • Continue to provide records management documentation to the public. training for employees citywide. • Continue to make information readily available • Continue to administer elections for the City of for the public on the City’s website. Doral. • Continue to provide timely assistance to the • Provide assistance with digital document Mayor and Councilmembers. management integration citywide. • Continue to index all official actions of Council.
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CITY CLERK BUDGET HIGHLIGHTS
• 111 – 230 Personnel Costs – For this fiscal • 400 Travel and Per Diem – This line item year the City will be converting all is used to fund the City Clerk’s Office travel employees from a 37.5 to a 40-hour work expenses associated with various week. Additionally, there is a 1.5% cost of professional conferences. living adjustment and an up to 2% merit • 470 Printing & Binding – This line item is increase based on the individual’s used to cover the Codification of performance evaluation. Health insurance Ordinances. It has decreased since last Fiscal rates have increase by 6% city-wide. Year. • 340 Contractual Services (Other) - This • 491 Legal Advertising – This account account budgets for funds to cover the includes the cost of legal advertisements Special Master for the continuing Red-Light Citywide. It decreased since last Fiscal Year. Camera Hearings.
CITY OF DORAL FY 2020 ADOPTED BUDGET 116 | P a g e
OFFICE OF THE CITY CLERK BUDGET AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET AMENDED* ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries City Clerk 1 1 1 1 1 1 $ 106,331 Administrative Salaries Total 1 1 1 1 1 1 $ 106,331 500.120 - Full Time Salaries Deputy City Clerk 1 1 1 1 1 1 $ 82,655 Executive Assistant/Advisory Board Coord. 1 1 1 1 0 0 $ - Title Changed to Advisory Board Coordinator 0 0 0 0 1 1 $ 52,192 Full Time Salaries Total 2 2 2 2 2 2 $ 134,847
Total 3 3 3 3 3 3 $ 241,178
* AMENDED FY 2018-19 - This column reflects any mid-year change to budgeted positions
0011200 - OFFICE OF THE CITY CLERK
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET FY ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 0011200 - CITY CLERK REVENUE 341900 - LIEN SEARCH FEES 21,140 21,813 21,000 21,000 27,692 21,000 21,000 21,000 341901 - CANDIDATE QUALIFYNG FEES 0 2,730 0 0 840 840 0 0 0011200 - CITY CLERK REVENUE TOTAL 21,140 24,543 21,000 21,000 26,852 21,840 21,000 21,000 GRAND TOTAL 21,140 24,543 21,000 21,000 26,852 21,840 21,000 21,000
CITY OF DORAL FY 2020 ADOPTED BUDGET 117 | P a g e
00112005 - OFFICE OF THE CITY CLERK
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500111 - ADMINISTRATIVE SALARIES 92,664 96,488 101,268 101,268 93,232 101,268 106,331 106,331 500120 - FULL TIME SALARIES 111,509 121,031 132,824 132,824 118,527 132,824 134,847 134,847 500125 - COMPENSATED ABSENCES 11,527 0 9,004 9,004 7,948 9,004 8,696 8,696 500210 - FICA & MICA TAXES 17,556 17,719 19,745 19,745 17,424 19,745 20,263 20,263 500220 - RETIREMENT CONTRIBUTION 24,615 25,981 28,091 28,091 29,626 28,091 28,942 54,822 500230 - LIFE & HEALTH INSURANCE 34,458 28,005 36,337 36,337 30,461 36,337 33,425 33,425 PERSONNEL TOTAL 292,328 289,223 327,269 327,269 297,218 327,269 332,504 358,384 OPERATING 500331 - COURT REPORTER SERV-SPEC MSTRS 5,643 3,496 9,900 9,900 2,650 9,900 8,700 8,700 500340 - CONTRACTUAL SERVICES - OTHER 0 2,400 7,200 7,200 2,500 7,200 3,000 3,000 500400 - TRAVEL & PER DIEM 13,729 14,767 15,500 15,500 15,627 15,500 15,500 17,900 500410 - COMMUNICATION & FREIGHT 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 500470 - PRINTING & BINDING 14,853 6,933 19,000 19,000 10,352 19,000 15,000 15,000 500491 - LEGAL ADVERTISING 84,110 67,694 170,000 170,000 57,172 100,000 110,000 110,000 500495 - ELECTION EXPENSES 71,466 0 145,000 145,000 59,705 100,000 0 0 500510 - OFFICE SUPPLIES 1,225 2,417 4,000 4,000 3,079 4,000 3,000 3,000 500520 - OPERATING SUPPLIES 4,832 434 6,596 6,596 3,631 6,596 3,000 3,000 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 5,140 3,837 5,000 5,000 2,918 5,000 5,300 5,300 OPERATING TOTAL 203,998 104,977 385,196 385,196 160,635 270,196 166,500 168,900 CAPITAL 0 0 0 0 0 0 0 0 Grand Total 496,326 394,201 712,465 712,465 457,853 597,465 499,004 527,284
CITY OF DORAL FY 2020 ADOPTED BUDGET 118 | P a g e
OFFICE OF CHARTER ENFORCEMENT
The Office of Charter Enforcement was created to investigate violations of Federal, State, County, City laws, Charter provisions, Ordinances, and other regulatory provisions.
00113005 - OFFICE OF CHARTER ENFORCEMENT
AMENDED YEAR-END ACTUAL ACTUAL BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 OPERATING 500310 - PROFESSIONAL SERVICES 0 0 50,000 0 0 50,000 50,000 OPERATING TOTAL 0 0 50,000 0 0 50,000 50,000 Grand Total 0 0 50,000 0 0 50,000 50,000
CITY OF DORAL FY 2020 ADOPTED BUDGET 119 | P a g e
HUMAN RESOURCES DEPARTMENT
HUMAN RESOURCES FUNCTION
The Human Resources Department functions as a strategic partner to all departments and serves to provide a full range of services that assist in achieving organizational objectives as they relate to employees, culture and productivity. These services include talent acquisition, talent management, employee relations, labor relations, health and wellness, employee benefits administration, worker’s compensation and safety, classification and compensation management, records management, organizational development and learning, legal compliance and litigation avoidance.
As strategic partners, Human Resources works closely with each department to ensure that the City creates, maintains, and continually enhances a positive workplace that fosters excellence, productivity and camaraderie at all levels of the organization.
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HUMAN RESOURCES ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and status of current year budget initiatives that supports the City’s Strategic Goals.
Communication that no authorized driver for the City Ensure City has the technologies to utilize all operated a vehicle with an expired, revoked communication channels and tools. and/or suspended license. • Served as a strategic member of the City’s • Drafted and Issued a Request for Proposal for Bargaining Team to timely negotiate and ratify HRIS/Payroll system and implemented a collective bargaining agreements that strategy for transition into the new system. represent the organization’s best interests; • The Human Resources Department utilized actively negotiating three (3) year agreements electronic benefit management software to with the Police Officers, Police Sergeants, and report and monitor compliance requirements Police Lieutenants Bargaining Units. for the Affordable Care Act (ACA). This • The Human Resources Department platform was also utilized to provide a more continues to enhance safety training programs efficient means to distributing the form 1095- to ensure employees are using safe work B, which is the Tax documentation required practices and maintaining safe work for ACA. environments. • The Human Resources Department utilized electronic benefit management software to Review and update the Human Resources Policies and disseminate benefit information and enroll all Procedures Manual. eligible employees and dependents for proper and available benefit options. This software • The Human Resources Department has allows employees and dependents the implemented or updated several policies, feasibility to update any necessary including: information. o Salary establishment for Staff of Elected Officials. Organizational Efficiency o Employment of Relatives. Review best practices in risk management and develop o City Vehicle Assignment Use, Operation, an updated risk management approach for the City. Maintenance, Acquisition, and Disposal (in coordination with Public Works • The Human Resources Department Department). continually monitored the status of the driver’s licenses for employees classified as Identify new opportunities for expanded workforce City drivers. When a driver’s status changed that provides Departments the opportunity to improve or was flagged (active, inactive, expiration, services. suspensions, revocations, violations and sanctions) HR notified supervisors and • Implement the “Senior Community Service employees regarding the status of driver’s Employment Program” (SCSEP). The SCSEP is licenses. In FY 2019 the Department ensured funded through the Department of Labor and CITY OF DORAL FY 2020 ADOPTED BUDGET 121 | P a g e
allows qualifying low-income senior citizens contributions related to the overall objectives that are actively seeking employment to be of the City. A total of 46 employees have been reintroduced into the workforce, learn a recognized this fiscal year. Established range of new skills, and obtain on-the-job recognition categories: Act of Valor award, experience in order to become more Exemplary Customer Service, Initiative and qualified applicants and find permanent work. Leadership Award, Inspire Award, Outstanding Achievement Award, Rookie of This mutually beneficial program provides the Year, Safety Award, Spirited Award, Team temporary staffing support at no cost to the Work and Collaboration Award, and The Big City. Idea Award. • Miami-Dade County Public Schools (MDCPS) • Employees were recognized for years of summer internship program. This program is service with the City (5 & 10 Years of fully funded by Miami Dade County and Service). A total of 47 employees have been provides participating organizations with an recognized this fiscal year. expanded summer workforce. • The Department managed several wellness initiatives. These initiatives included: lunch Maintain competitive salary and benefits and consider and learn programs, stair challenge, monthly making the benefits package more attractive, with workout regimens in employee newsletter, career planning and education. and a calendar of initiatives and programs to motivate employees to live a healthier • Employee Retention & Recruitment: During lifestyle. FY 2019 the HR Department is projected to • The Department hosted 5 Lunch and Learn have processed 370 performance evaluations. program sessions with an average employee All employees that had evaluations that met participation rate of 54 employees per or exceeded expectations received their session. approved merit increase (1%-3%). The • Coordinated and executed annual health fair Human Resources Department continually which included vendors that provided worked with Department Directors and screenings, health assessments, and wellness supervisors to encourage constant information for City employees. In FY18-19 communication and feedback to employees. the annual health fair had 151 employee Performance evaluations and communication participants. provide clarity about expectations. This • Department received several recognitions for identifies strengths and weaknesses and health and wellness initiatives, including: provides the opportunity for dialogue o Named 2019 Healthiest Employers in between management and employees to be South Florida, presented by South Florida more effective and efficient in the services Business Journal. provided. o Nominated as a finalist for the 2019 • The Human Resources Department managed Worksite Wellness Award, presented by the employee recognition program, which Consortium for a Healthier Miami-Dade. encourages the recognition of excellent o Awarded Above and Beyond Silver employee performance and positive Winner for Workplace Wellbeing,
CITY OF DORAL FY 2020 ADOPTED BUDGET 122 | P a g e
presented by Aetna. o Sexual Harassment Training o Customer Service Training Trainings & Education: o Tuition Reimbursement – HR has processed approximately 30 tuition Improve Customer Service through Training programs reimbursements for fiscal year 2018- & continue employee-training sessions. 2019.
• Department evaluated and modified required • The Training budget includes funding for harassment and customer service training to tuition reimbursements and trainings that are achieve timely participation. This was intended to assist the City in accomplishing its accomplished coordinating and providing mission. The following trainings, events, and course offerings multiple times throughout tools have been utilized to reinforce the City’s the year. commitment to provide quality service to all stakeholders. o Cultural Diversity Training
HUMAN RESOURCES DEPARTMENT ACTIVITY REPORT ACTUAL ACTUAL PROJECTED PROJECTED ACTIVITY 2016-17 2017-18 FY 2018-19 FY 2019-20 Employment Applications Received 5,213 3,356 3,800 4,000 Job Interest Cards Received 1,200 457 900 950 Job Posting Hits 77,052 69,823 55,000 65,000 Vacancy By Requisition 67 65 55 50 New Hires 86 77 80 77 Terminations 68 67 53 30 Internal Promotions 80 42 68 30 Employment Reclassifications 2 2 2 5 Health Fair Attendance 144 153 151 160 Temporary Appointments 12 24 20 20 Workers Compensation Processed 52 43 42 50 Tuition Reimbursement Processed 48 20 30 35 Performance Merit Increases Processed 360 330 370 380
The Human Resources Department is responsible for all the employment-related activities and services that are intended to influence the productivity and effectiveness of all the City employees. Specific activities that integrate Human Resources with the overall effectiveness of City operations include the following; administration of policy, recruiting and selection, employee development and organizational development, employment relations, workers compensation and safety, wellness initiative, legal compliance and litigation avoidance, records management, compensation and benefits and compliance with Federal and State Laws.
CITY OF DORAL FY 2020 ADOPTED BUDGET 123 | P a g e
HUMAN RESOURCES OBJECTIVES FOR FY 2020
The following objectives were developed to provide a description of the anticipated accomplishments for this department as they relate to the City Council’s Budget Priorities and Strategic Goals which are indicated below. address the changing needs of the • Implementation of new Human Resources workforce. Management System. • Continually administer, review, and revise • Promote, support, and leverage technology Human Resources Policies and Procedures resources and tools to respond to customer in order to ensure compliance with Federal, needs, improve and enhance workflow State and Local employment laws. efficiency, and improve customer service. • Continue to track and monitor part-time • Issue a Request for Proposal for Employee workforce hours to ensure compliance with Health Benefits Broker/Agent of Record the Affordable Care Act. Services and implement a strategy to • Support adherence to labor-related policies enhance customer service and sustainable and procedures through continued training benefit offerings. of employees and supervisors. • Issue a RFP seeking qualified, experienced • Manage the City’s Workers’ Compensation and licensed firm(s) to provide voluntary program and ensure that all eligible benefits consultation services. employees who experience a work-related • Develop a plan and schedule for injury or illness receive appropriate medical comprehensive pay and classification study. care and equitable benefits. • Continue to provide professional • Provide assistance, guidance, and safety recruitment and selection services in order training to City Departments to minimize the to hire the most qualified candidates into number of workplace injuries. vacant positions. • Coordinate production of wellness initiatives • Provide continuous improvement of that provide employees with increased employee relations through training awareness of positive health behaviors. programs, union negotiations, problem • Continue to maintain complete and accurate resolution assistance and support to ensure records regarding each employee and compliance with State and Federal labor position, to comply with legal requirements laws. Investigate claims or allegations of regarding retention and release of personnel discrimination or sexual harassment and records, and to preserve the confidentiality assist supervisors in dealing with various of personnel records. disciplinary and performance management • Coordinate and administer employee matters. training, including harassment, customer • Coordinate and direct the City’s employee service, communication, general supervisory benefits program in an effective and efficient principles, and various other topics. manner. • Manage employee performance evaluation • Manage the Classification and Compensation system and ensure that all employees are plan to ensure they properly represent the evaluated on an annual basis. necessary classification requirements and CITY OF DORAL FY 2020 ADOPTED BUDGET 124 | P a g e
HUMAN RESOURCES STRATEGIC PRIORITIES
STRATEGIC BUDGET ASSOCIATED PRIORITIES FY 19-20 COST Ensure current positions are appropriately classified.
Evaluate job descriptions and salaries for capital projects related positions. Organization Efficiency $ 3,000.00 Evaluate job descriptions and salaries for newly proposed or modified positions (e.g., Constituent Services, Park Ranger, etc.).
Organization Efficiency Conduct pay and classification study. General Government TOTAL $3,000.00
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HUMAN RESOURCES BUDGET HIGHLIGHTS
• 110 – 230 Personnel Costs – For this fiscal screenings, credit history checks, and year the City will be converting all polygraph testing for Police Officers. The employees from a 37.5 to a 40-hour work increase is due to the budgeted city-wide week. Additionally, there is a 1.5% cost of additional positions for the upcoming fiscal living adjustment and an up to 2% merit year. increase based on the individual’s • 520 Operating Supplies – The increase in performance evaluation. Health insurance this account is due to Department uniform rates have increase by 6% city-wide. shirts. • 340 Other Contractual Services – This
account budgets for pre-employment drug
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HUMAN RESOURCES DEPARTMENT BUDGET AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries Human Resources Director 1 1 1 1 1 $ 130,131 Administrative Salaries Total 1 1 1 1 1 $ 130,131 500.120 - Full Time Salaries Human Resource Director - Service Award 5 yr $ 1,084 Assistant Human Resources Director 1 1 1 1 1 $ 99,801 HR Manager 0 0 1 1 1 $ 79,473 Service Award 5 yr $ 662 HR Supervisor/Police Coordinator 1 0 0 0 0 $ - Police Human Resources Generalist 0 1 1 1 1 $ 66,618 HR Coordinator/General Employees 1 0 0 0 0 $ - Human Resources Generalist 0 1 1 1 1 $ 65,104 Human Resources Assistant 1 1 1 1 1 $ 44,508 Full Time Salaries Total 4 4 5 5 5 $ 357,250 500.130 - Other Salaries Human Resources Assistant 1 1 0 0 0 $ - Human Resources Specialist 0 1 0 0 0 $ - Interns1 30 20 6 6 6 $ - Other Salaries Total 31 22 6 6 6 $ -
TOTAL 36 27 12 12 12 $ 487,381
1Intern stipend removed due to FLSA regulation.
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00120005 - HUMAN RESOURCES
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUAL ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500111 - ADMINISTRATIVE SALARIES 108,772 112,713 117,651 117,651 105,981 117,651 130,131 130,131 500120 - FULL TIME SALARIES 209,485 283,797 319,801 319,801 309,858 319,801 357,251 357,251 500125 - COMPENSATED ABSENCES 6,184 8,568 16,806 16,806 18,538 16,806 17,512 17,512 500130 - OTHER SALARIES 15,794 6,000 9,000 9,000 4,500 9,000 0 0 500140 - OVERTIME 2,210 305 500 500 359 500 500 500 500210 - FICA & MICA TAXES 25,837 30,857 36,061 36,061 32,895 36,061 39,246 39,246 500220 - RETIREMENT CONTRIBUTION 39,016 47,330 52,436 52,436 49,737 52,436 58,276 58,276 500230 - LIFE & HEALTH INSURANCE 45,544 53,334 76,562 76,562 71,838 76,562 75,578 75,578 PERSONNEL TOTAL 452,842 542,905 628,817 628,817 593,706 628,817 678,494 678,494 OPERATING 500310 - PROFESSIONAL SERVICES 6,750 19,211 19,500 16,135 10,535 16,135 19,500 19,500 500340 - CONTRACTUAL SERVICES - OTHER 36,586 32,828 37,837 82,837 55,588 47,202 64,779 64,779 500400 - TRAVEL & PER DIEM 5,948 6,866 8,220 8,220 7,059 8,220 7,000 7,000 500410 - COMMUNICATION & FREIGHT 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 500470 - PRINTING & BINDING 711 1,238 1,550 1,550 1,500 1,550 500 500 500480 - PROMOTIONAL ACTIVITIES 10,172 12,771 10,000 10,000 6,884 10,000 10,000 10,000 500510 - OFFICE SUPPLIES 1,249 1,413 2,500 2,500 2,308 2,500 2,000 2,000 500520 - OPERATING SUPPLIES 1,200 1,880 1,420 1,795 1,785 1,420 2,000 2,000 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 58,321 70,811 75,692 63,682 40,030 69,692 72,500 72,500 OPERATING TOTAL 123,339 149,418 159,119 189,119 128,088 159,119 180,679 180,679 CAPITAL 0 0 0 0 0 0 0 0 Grand Total 576,181 692,322 787,936 817,936 721,793 787,936 859,173 859,173
CITY OF DORAL FY 2020 ADOPTED BUDGET 128 | P a g e
FINANCE DEPARTMENT
FINANCE DEPARTMENT FUNCTION
The Finance Department is the central fiscal control and accounting body of the City government. Finance is responsible for the proper accounting of all City funds and compliance with all applicable regulations and laws. The Finance Director serves as the Chief Financial Officer for the City. The Department deals with the daily accounting activities including processing accounts payable, accounts receivable, central collections, general ledger fund accounting, preparation of applicable local, state, and federal reports and monthly financial reports to management, administering debt service and investment of City funds. The Department is also responsible for the development, implementation and control of the approved budget and the preparation and disclosure of the financial statements, including responses to the external auditors. It also provides other departments with financial analysis and support. The Procurement section of the department plans, organizes, directs, and reviews a wide variety of programs, projects and activities related to contracting and procurement activities meeting ethical and legal requirements of the City.
CITY OF DORAL FY 2020 ADOPTED BUDGET 129 | P a g e
FINANCE ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and the status of current year budget initiatives that supports the City’s Strategic Goals.
FINANCE DEPARTMENT ACTIVITY REPORT
ACTUAL ACTUAL PROJECTED PROJECTED ACTIVITY FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Payrolls Processed 38 38 38 38
Purchase Orders Issued 2,335 2,378 2,400 2,450
RFPs/RFQs/ITBs Issued 34 30 60 65
Checks Issued (A/P) 5,743 6,170 6,371 6,400
Comprehensive Annual Financial Report (CAFR) 1 1 1 1
Popular Annual Financial Report (PAFR) 1 1 1 1
Annual Balanced Budget 1 1 1 1
Long-term Financial Sustainability:
• Instrumental in the City’s issuance of well as, processing accounts payable and $45,100,000 in General Obligations Bonds, accounts receivable. Series 2019 (Parks and Recreation Projects), • Assist the City Manager in the preparation of to finance construction costs for Doral the Annual Operating and Capital Budget. Central Park and various other park-related • Develop a 5-year financial plan to assist the projects authorized in a November 2018 administration in managing the City’s future bond referendum. growth. • S&P Global Ratings & Fitch Ratings assigned a • Continue to collect and monitor revenues; AA+ on the City of Doral’s long-term issuer and process and account for grants. credit rating and to the City’s 2019 general • Review and update the City’s Investment obligation (GO) bonds. Policy to enhance fiscal sustainability. • Formally implemented a Municipal Securities • Assisted the team from Garcia, Espinosa, Post-Issuance Disclosure Policy. Miyares, Rodriguez, Trueba & Co., PA, the • The Finance Department continues to City’s independent auditors, with the audit provide accurate and timely budget and and preparation of the Comprehensive financial reports on a monthly basis to the Annual Financial Report for FY 2017-2018. As City Manager. These reports are submitted to well as providing full and complete access to the City Council for review at its monthly financial data. Council meeting. • Completed a City-wide Cost Allocation Plan • Process payroll and associated reports, as based on FY 2018 actual expenditures and in CITY OF DORAL FY 2020 ADOPTED BUDGET 130 | P a g e
accordance with Uniform Guidance 2 CFR whether a new solicitation will be advertised Part 200 and a Full Cost Allocation Plan. or if any pending Options to Renew (OTR) will be exercised. Organizational Efficiency: • JDi Data/ CTrax Insurance Tracking - JDi provides a web-based certificate of insurance • Implemented the Wells Fargo Check Scanner tracking system that includes a full-service for prompt check depositing into the City’s offering provided by JDi's exclusive White- accounts. Glove Services (WGS) Team. This system • Contracted with Dunbar for a safer cash shall be all-encompassing and at a minimum deposit pick-up and delivery to the City’s include the capability to input, store, track, bank. archive, manage, and individually review • Quatred QUICKAssets (Quatred Universal approximately 300+ Certificates of Interface Control Kit) for Fixed Assets Insurance under this service. The process of Tracking - is a wireless, service-oriented implementing the system shall be done with architecture foundation, providing rapid the help of both parties. The WGS shall be deployment via generic web services. These run by JDi employees, while the self-service web services provide real-time data, via access will allow authorized Licensee Munis, to mobile computers for Capital employee(s) from each of the City of Doral Asset Tracking and Inventory. In conjunction participating Departments to perform the with Munis, organizations code their day to day operations of the program, warehouse assets with “tag numbers.” Each including dashboards, reports, and document tag number corresponds to a specific asset in library. the Munis Asset record. When it’s time for • Awarded the Government Finance Officer a site to “track” their assets, the user simply Association (GFOA) and the United States chooses a find set of assets within Munis. and Canada Certificate of Achievement for With the flexibility of using RFID or Excellence in Financial Reporting for the Barcoded Tags, each asset is then scanned to City’s FY 2016-2017 Comprehensive Annual confirm its existence and location. After the Financial Report (CAFR). asset count is completed, the information is updated in Munis directly from the MC via Web services. At this point, the Munis records are updated automatically to include the asset location, fiscal year, and any missing or changed asset information. • Contracts Management via Smartsheet – Procurement logs and monitors all active City contracts. A copy of the Resolution, the signed Agreement and any other resulting documents are uploaded for quick reference. Departments are notified an estimated six (6) months prior to a contract expiration so that a determination can be made as to CITY OF DORAL FY 2020 ADOPTED BUDGET 131 | P a g e
• Awarded the GFOA distinguished Popular • Awarded the GFOA Distinguished Budget Annual Financial Reporting Award for the FY Presentation Award for the FY 2018-2019 2017 PAFR. Budget.
CITY OF DORAL FY 2020 ADOPTED BUDGET 132 | P a g e
FINANCE OBJECTIVES FOR FY 2020
The following objectives were developed to provide an overview of the anticipated accomplishments for the Department as they relate to the City Council’s Budget Priorities and Strategic Goals which are indicated below.
Sustainability, Communication and Capital Area:
• Provide accurate and timely budget and financial • Manage and account for the City’s investments. reports on a monthly basis to the City Manager. • Manage and account for City debt, including • Oversee the use of the General Obligation Bond Post-Issuance Disclosure requirements. funds to ensure compliance with all requirements • Maintain the capital assets program in compliance and transparency in reporting. with Governmental Accounting Standards Board • Process Payroll and associated Federal and State (GASB) 34. reports. • Continue to obtain all three Government • Process accounts payable, accounts receivable, Finance Officers Association (GFOA) prestigious and reconciliation of all accounts on a timely awards for Budget, CAFR, and PAFR; certifying basis. that the City’s finance reports are being • Assist the City Manager in the preparation of the produced at the highest standard possible. Annual Operating and Capital Budget. • Prepare the Budget in Brief book to highlight • Collect and monitor revenues. major points from the Budget document. • Coordinate and assist the independent auditors • Continue identifying ways to sustain and in the preparation of the Comprehensive Annual promote financial stability and organizational Financial Report (CAFR). efficiencies. • Process and account for grants.
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FINANCE BUDGET HIGHLIGHTS
• 110 – 230 Personnel Costs – For this fiscal rates have increase by 6% city-wide. A new year the City will be converting all position of Fixed Asset & Purchasing employees from a 37.5 to a 40-hour work Coordinator was added to the budget. week. Additionally, there is a 1.5% cost of • 321 Acct & Auditing – Audit Services – The living adjustment and an up to 2% merit increase in this line item is due to the increase based on the individual’s Independent Auditor adjusted for changes in performance evaluation. Health insurance the consumer price index (CPI).
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FINANCE DEPARTMENT BUDGET AUTHORIZED POSITIONS BUDGET BUDGET AMENDED BUDGET ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries Finance Director 1 1 1 1 1 $ 164,457 Service Award 10 yr $ 5,482 Administrative Salaries Total 1 1 1 1 1 $ 169,939 500.120 - Full Time Salaries Assistant Finance Director 1 1 1 1 1 $ 115,410 Administrative Assistant 1 1 1 1 1 $ 53,179 Payroll Specialist 1 1 1 1 1 $ 51,084 Finance Coordinator 1 0 0 0 0 $ - Accountant 0 1 1 1 1 $ 56,599 Service Award 5 yr $ 472 Budget/ Grants Administrator 1 1 1 1 1 $ 84,995 Service Award 5 yr $ 708 Finance Cashier 1 1 1 1 1 $ 38,913 Finance Clerk 1 2 1 1 1 $ 38,074 Accounting Clerk 0 0 1 1 1 $ 47,975 Procurement Services Assistant 1 0 0 0 0 $ - Contracts/ Procurement Manager 1 0 0 0 0 $ - Procurement Manager 0 1 1 1 1 $ 78,913 Procurement Specialist 1 1 1 1 1 $ 52,038 NEW - Fixed Asset & Purchasing Coordinator 0 0 0 0 1 $ 36,310 Full Time Salaries Total 10 10 10 10 11 $ 654,670 500.130 - Other Salaries Finance Clerical Aide P/T(Best Buddy) 1 1 1 1 1 $ 17,278 Other Salaries Total 1 1 1 1 1 $ 17,278
TOTAL 12 12 12 12 13 $ 841,887
CITY OF DORAL FY 2020 ADOPTED BUDGET 135 | P a g e
00121005 - FINANCE
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500111 - ADMINISTRATIVE SALARIES 136,632 142,115 148,920 148,920 136,990 148,920 169,939 169,939 500120 - FULL TIME SALARIES 495,388 510,393 555,615 555,615 540,667 555,615 654,670 654,670 500125 - COMPENSATED ABSENCES 13,891 9,309 27,025 27,025 9,730 27,025 29,493 29,493 500130 - OTHER SALARIES 42,077 18,991 16,966 16,966 11,024 16,966 17,278 17,278 500140 - OVERTIME 3,018 551 2,500 2,500 305 2,500 2,500 2,500 500210 - FICA & MICA TAXES 49,405 48,966 58,039 58,039 49,988 58,039 67,434 67,434 500220 - RETIREMENT CONTRIBUTION 76,201 78,263 84,310 84,310 80,812 84,310 98,154 98,154 500230 - LIFE & HEALTH INSURANCE 112,984 119,783 169,624 169,624 145,780 169,624 179,069 179,069 PERSONNEL TOTAL 929,595 928,370 1,062,999 1,062,999 975,296 1,062,999 1,218,537 1,218,537 OPERATING 500310 - PROFESSIONAL SERVICES 8,450 0 0 0 0 0 0 0 500321 - ACCTG & AUDITING-AUDIT SVCS 51,000 52,500 60,900 56,900 47,000 60,900 61,650 61,650 500340 - CONTRACTUAL SERVICES - OTHER 11,145 8,388 6,800 22,564 15,138 22,564 6,800 6,800 500400 - TRAVEL & PER DIEM 7,754 6,870 12,810 12,810 7,351 12,810 12,810 12,810 500410 - COMMUNICATION & FREIGHT 2,953 2,400 2,450 2,450 2,453 2,450 2,450 2,450 500460 - REPAIR & MAINT - OFFICE EQUIP 1,338 1,341 1,850 1,850 1,712 1,850 1,850 1,850 500470 - PRINTING & BINDING 25 4,313 4,500 3,200 2,782 3,200 4,500 4,500 500491 - LEGAL ADVERTISING 0 0 0 0 0 0 0 0 500510 - OFFICE SUPPLIES 6,012 4,470 4,950 10,250 9,505 6,250 4,950 4,950 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 9,320 6,841 7,285 7,285 6,424 7,285 7,285 7,285 OPERATING TOTAL 97,998 87,123 101,545 117,309 92,364 117,309 102,295 102,295 CAPITAL 500640 - CAPITAL OUTLAY - OFFICE 0 0 0 2,751 2,751 2,751 0 0 CAPITAL TOTAL 0 0 0 2,751 2,751 2,751 0 0 Grand Total 1,027,594 1,015,493 1,164,544 1,183,059 1,070,411 1,183,059 1,320,832 1,320,832
CITY OF DORAL FY 2020 ADOPTED BUDGET 136 | P a g e
INFORMATION TECHNOLOGY DEPARTMENT
INFORMATION TECHNOLOGY DEPARTMENT FUNCTION
The Information Technology Department provides and empowers the City's business partners and Doral's residents, visitors and businesses with sustained, reliable and efficient technology services, infrastructure and telecommunications. Leveraging state-of-the-art tools, innovative methods and strategic partnerships, the Department is at the center of shaping the City of Doral’s Smart City strategy. The Smart City leadership has come from the elected officials, City executives and senior staff. This is critical to building a smart city which requires championing the strategy at the highest level of the organization, a system- wide view and an integrated approach. Today there is a strong sense of collaboration and consensus among Departments as the City remains focused on the Strategic Plan and paving the way for future innovative solutions transparent, informed, and effective decision-making process for managing the demand and supply of best-managed IT services while encouraging sponsor and stakeholder engagement. The Department’s focus is to lower the cost of services by leveraging inter-organizational collaboration and efficiencies. The key to the Smart City Strategy is using information and communications technology to enhance our livability, workability and sustainability. To that end, the technology allows the organization to collect information about its operation through different sensors; next, that data is communicated to the information systems that process and ‘crunch’ it, analyzing the information collected to understand what is happening, initiate responsive actions and even predict what is likely to happen next. These are the core functions the IT Department follows when implementing new technologies in the City of Doral. CITY OF DORAL FY 2020 ADOPTED BUDGET 137 | P a g e
ESSENTIAL INFORMATION TECHNOLOGY DEPARTMENT FUNCTIONS
IT is laser focused on providing essential applications and services — the “capabilities” that support business results. The following capabilities support business results for City departments and enterprises so they can best serve the residents and businesses of the City of Doral.
Asset Management Information Management Tracking, maintaining and managing City assets to Collecting and managing information from many support efficient and effective use. sources to distribute that information to audiences. Business Intelligence Management Identifying, analyzing, transforming, and I.T. Infrastructure Management presenting information using business Establishing, operating and maintaining IT intelligence tools and techniques to support hardware, software, networks, service desks, decision-making. and security systems to provide data and information to staff and residents. Citizen Engagement Empowering Citizen Engagement with a Smart Mobile Operations Management City Strategy provides a “Citizen First” Managing and performing information technology eService’s platform for citizen access, business functions using mobile devices. intelligence, service deliver, transparency and efficiency. Partnerships and Programs Partnering with South Florida Digital Alliance Communications Management (SFDA), a non-profit organization, to distribute Providing telephones, audio video services, video the City’s surplus computers to schools in Doral. conferencing, and wireless technologies to deliver voice, video and data information to staff Public Safety Management and residents. Delivering business and technology management services to support code compliance, emergency Financial Management management, and police services to City of Doral Providing enterprise tools to gather, analyze, residents and businesses. manage, and communicate financial decisions to staff and citizens. Security Working with City government to improve transparency and accessibility, while protecting privacy and security using confidentiality, integrity, and accountability.
CITY OF DORAL FY 2020 ADOPTED BUDGET 138 | P a g e
INFORMATION TECHNOLOGY ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and status of current year budget initiatives that supports the City’s Strategic Goals.
• Provide continual, on-demand customer defend against cybercrime, and security is support throughout the City’s business units every employee’s job. and operational periods. Provide a • IT worked with Public Affairs to design two resourceful and informed Help Desk new website portals and enhancements to the operation that can manage inbound calls and Transparency portal. effectively resolve requests for service and • Doral Digital Smart City Portal: Provides successfully address issues, problems, insight into how the City has achieved digital data/video analysis needs, and service affecting government transformation and the overall events. Customer satisfaction is first and plan to make sound technology investments foremost. that enables a next generation City – Digital • Information Technology Department focused Investment, Digital Data Standards and Civic on technology infrastructure upgrades to Innovation and Technology Growth. enhance the network systems, upgraded • The GIS Portal is critical for the development devices, enhanced the network system of a Smart City and brings out the best in security and purchase of traffic safety Smart Cities which enables the electronic technology. management of spatial data and facilitate its • Support the Wide Area Network for 11 City visualization. Facilities. • In line with the Strategic Priorities supporting • Enhancement and Hardening of Security Smart Cities, our GIS Developer has worked infrastructure. with City Departments to develop 21 GIS • Refresh of Computer/Laptop and Mobile maps for our residents, business and visitors. Assets for efficiencies. • They are a wide range of maps using spatial • Enhancement of License Plate Reader data to provide residents and visitors Program that benefits Public Safety and information such as; all the art in public spaces Transportation Analytics. around the City, hotels, bike paths, tree • Systems Infrastructure upgrades (Storage, inventory, flood information, find out which Databases, O365, SharePoint, Cloud Code Compliance Officers are assigned to the systems). code enforcement zones, school information • Network infrastructure refresh, storage and the routes for drop-off for Doral schools. upgrade, cloud services for disaster recovery • The Department’s investment in an (DR), hyperconverged systems, Storage as a Enterprise GIS system has ushered in a new Service (StaaS), Virtual desktops (VDI), era in interactive maps that provide our Software as a Service (SaaS). residents and business real-time interactive • Wireless Backbone and Smart Wi-Fi Projects. GIS data across a wide range of City Services. • Continued the yearly comprehensive security • The Transparency Portal provides openness, awareness training as the City needs to accountability, and shares information with residents, businesses, and visitors. IT CITY OF DORAL FY 2020 ADOPTED BUDGET 139 | P a g e
continues to enhance this portal and to dashboard displaying measurements for all provide full disclosure and demonstrates the City departments. City's pledge to hold financial disclosure, • Centralized Reporting and Business accessibility, public safety, and sustainability Intelligence: With the increased demand to and service delivery to a high standard. provide reporting, data analytics, and business • Completed the implementation for the intelligence (BI) a central reporting solution Automated Vehicle Locator for Public Safety has been implemented. Microsoft Power BI vehicles. solution ties in with previously mentioned • Clarium Security Consultants conducted a goals such as Office 365 and cloud service, Security Assessment in 2018. The assessment leveraging a mix of on premise and cloud was based on how the City prevents, tracks, reporting technologies providing for easier and documents a potential breach. data access from within the network as well • The City of Doral scored very well on the as remotely. BI provides staff, including senior assessment with an overall result of 4.06 for management, target-rich data with actionable the areas assessed. intelligence assisting them in making key • This year, the Department completed the decisions for the City. Business Intelligence implementation of additional security tools provided a unified view of operations for monitoring systems to correlate system logs managers to identify opportunities for growth and provide alerts based on risk levels. and efficiencies. A strong central reporting • IT completed the technology implementation and business intelligence solution also of the new Community Center in Downtown empowers end-users to create self-service Doral that includes CCTV Camera, Network business intelligent reports and dashboard Equipment, Telephone System, WAN with only the data that is important to the Connectivity and Door Access Security. user. Advanced self-service capabilities enable • License Plate Reader Camera Phase 1 is users to create visualizations that are much underway which includes the addition of 6 more complex (e.g. trends, forecasting and intersections and 16 Poles to the existing LPR complex calculations), diverse (e.g. geo-spatial grid. The project timeline is projected to visualizations, funnels and heat maps) and complete in Sept 2019. interactive (e.g. support for real-time • IT continues to implement PRTG, which streaming data, custom filtering and user- monitors all systems, devices, traffic and defined drill down layers). These tools applications of our IT infrastructure. combined allow the City to provide dashboards and other data to citizens for • IT continues to enhance the Internal Metric increased transparency.
CITY OF DORAL FY 2020 ADOPTED BUDGET 140 | P a g e
IT AWARDS AND CERTIFICATIONS being of the City. With this certificate, the City strengthens its digital government • Smart City WCCD ISO 37120 transformation by providing people and Certification business first services and solutions that span city administration and citizen services, enabling increased insight, service efficiency and improved citizen outcomes.
The gathering of the data for reporting was instrumental to the success of the certification process, which was spearheaded
by the City’s Information Technology The World Council on City Data has Department in collaboration with all City recognized the City of Doral with the ISO Departments, as well as, Miami- Dade County 37210 Platinum certification. This certification Fire, Environmental, Solid Waste, Water and is awarded to cities who reach the highest Sanitation. For more information on the standard in collecting and sharing data, using City’s ISO 37120 data, visit the WCCD Open it for effective decision-making. The City of City Data Portal at Doral is the fourth city to receive ISO 37120 (http://open.dataforcities.org/), which allows certification in the United States, joining a for local, national and international global network of over 50 cities worldwide, comparisons. including Dubai, Barcelona, and Boston.
• WCCD City Data for the United The World Council on City Data (WCCD) is Nations Sustainable Development the global leader in standardized city data- Goals creating smart, sustainable, resilient, and WCCD City Data for the United Nations prosperous cities. It hosts a network of Sustainable Development Goal (SDG) innovative cities committed to improving highlights the fact that high caliber city level services and quality of life with open city data data is already building in breadth to support and provides a consistent and comprehensive the SDGs, and that this data is essential to the platform for standardized urban metrics. The success of the SDGs, since city leaders stand City of Doral’s membership in the WCCD at the pivotal points for global change in gives the City the opportunity to compare building a more sustainable planet. Cities best practices with other cities and actively represent more than 80 percent of global participate in a worldwide organization that gross domestic product. This WCCD results- uses standardized metrics to find innovative driven tracking empowers cities to direct and solutions to shared challenges. leverage investment, a core success factor in
operationalizing each and every target across Doral has made significant investments as part all of the SDGs. It is cities and globally of its commitment to resiliency, workability, standardized city level data that present an and sustainable environment working on unparalleled opportunity for successful improvement of our service and the well- implementation of the SDGs by 2030. CITY OF DORAL FY 2020 ADOPTED BUDGET 141 | P a g e
• WCCD New Standards crucial life skills to more than 20 at risk deaf- In 2018, WCCD asked the City of Doral to mute children. participate in the final stages of developing the • Computer Donations to Bolivia new ISO standard – Indicators for Smart The Doral City Council authorized to provide Cities (ISO 37122) to be published by the aid to a school that provides educational and International Organization for residential care to orphan and/or low-income Standardization (ISO). girls and adolescent young women of the Cochabamaba, Bolivia community. Council IT PARTNERSHIPS PROGRAMS authorized a charitable donation of three (3) of its surplus computers to the “Hogar de • Computer Donations to Armenia Niñas de San Francisco.” The Doral City Council authorized to provide • Computer Donations to Doral Schools aid to some of the most vulnerable members Doral City Council approved a partnership of the community in Armenia, Colombia. with the South Florida Digital Alliance Through the Sister Cities program, the City (SFDA), a non-profit organization, to of Doral opts to authorize a charitable distribute the City’s surplus computers to donation of six out of date computers to schools in Doral. To date, 202 computers Preescolar Ceral, a volunteer-run school that have been donated. provides educational support and teaches IT DEPARTMENT ACTIVITY REPORT ACTUAL ACTUAL PROJECTED PROJECTED ACTIVITY 2016-17 2017-18 FY 2018-19 FY 2019-20 Number of Network Users 414 417 427 437 Online Applications-Smart City 9 30 35 40 Service Support Requests 3200 3221 3300 3400 Change Control Management 114 148 182 192 Audio Visual Event Support 700 700 800 850 City Facilities Network Support 10 11 12 14 City Facilities-CCTV Cameras 234 245 287 297 License Plate Reader Cameras 99 99 143 157 Intersection Video Streaming Cameras 63 67 73 75 Guest WiFi In Park Facilities 7 8 11 12 Total Computer Donations to Doral 135 202 222 250 Schools
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INFORMATION TECHNOLOGY OBJECTIVES FOR FY 2020
The City of Doral Information Technology Department (IT) provides and empowers the City's business partners and Doral's residents, visitors, and businesses with sustained, reliable and efficient technology services, infrastructure, and telecommunications. Leveraging state-of-the-art tools, innovative methods, and strategic partnerships, IT is at the center of shaping the City of Doral’s Smart City strategy. The Smart City leadership has come from the Elected Officials, City Executives and Senior Staff. This is critical to building a smart city which requires championing the strategy at the highest level of the organization, a system-wide view, and an integrated approach.
Today there is a strong sense of collaboration and consensus among the Departments as the City remains focused on the City of Doral Strategic Plan and paving the way for future innovative solutions, transparent, informed, and effective decision-making process for managing the demand and supply of best-managed IT services while encouraging sponsor and stakeholder engagement. IT also helps City departments achieve accreditation and compliance with federal, state, county, city and industry standards, best practices, rules and regulations for information management, security, public safety, sustainability, environmental conservation, financial regulations, business processes, and other government controls.
Technology plays an important role in many of the City’s services and operations by facilitating communication between employees, constituents and stakeholders; by fostering collaboration and innovation; expediting tasks, increasing productivity, and operational efficiencies; by reducing carbon footprint and assessing and managing risks; and, by enhancing the delivery of citizen services with added value and convenience. The IT Department’s focus is to lower the cost of services by leveraging inter- organizational collaboration and efficiencies.
The key to Doral’s Smart City Strategy is using Information and Communications Technology (ICT) to enhance our livability, workability, and sustainability. To that end, the technology allows the organization to collect information about its operation through different sensors. Next, that data is communicated to the information systems that process and ‘crunch’ it, analyzing the information collected to understand what is happening, initiate responsive actions and even predict what is likely to happen next. These are the core functions IT follows when implementing new technologies in the City of Doral.
CITY OF DORAL FY 2020 ADOPTED BUDGET 143 | P a g e
• Systems Infrastructure upgrades and scheduled maintenance events. In Update and replace servers and storage addition to data protection, instituting a cloud hardware as part of capital hardware refresh solution alternative provides IT the ability to cycle. The systems staff is implementing new offer improved service delivery by allowing technologies to provide enhanced mobile employees to access resources from performance improvements across the anywhere resulting in quicker turnaround systems infrastructure stack, which includes times for citizens. This goal is a multiple phase servers and storage. This technology provides approach. Phase one is to begin hosting IT the ability to quickly provision the critical application workloads in a cloud infrastructure and grow that infrastructure provider for application data protection and incrementally, on a per-node basis, as the high availability. When funding is available, demand for resources increases. Phase two will be to integrate cloud storage to host data backups, as well offloading • Technology Infrastructure Projects potential archived data such as files not in Divisional EOC & Doral Glades Park used after a set amount of time i.e. 1 year, 3 o Access Control years, or 5 years. This will help reducing the o Audio Visual on-premise storage needs and cost associated o CCTV Cameras with maintaining aged and infrequently used o Network Equipment data. o Wireless Access Points o Wi-Fi • Centralized Reporting and Business Intelligence • Disaster Recovery Cloud Service and With the increased demand to provide Cloud Storage reporting, data analytics, and business Implement a disaster recovery and storage intelligence (BI) a central reporting solution cloud solution to enhance the City’s ability to has been implemented. Microsoft Power BI maintain high availability during emergency solution ties in with previously mentioned
CITY OF DORAL FY 2020 ADOPTED BUDGET 144 | P a g e
goals such as Office 365 and cloud service, Code, Public Works, and Planning and Zoning leveraging a mix of on premise and cloud Departments for the successful completion of reporting technologies providing for easier this project. data access from within the network as well as remotely. BI provides staff, including senior • New Telephone System management, target-rich data with actionable Perform an Enterprise VOIP Level Upgrade to intelligence assisting them in making key provide additional enhancements and system decisions for the City. Business Intelligence redundancy. tools provided a unified view of operations for managers to identify opportunities for growth • Website Upgrade and efficiencies. These tools combined allow Migration of the 311 System to a GIS the city to provide dashboards and other data platform. to citizens for increased transparency. • Public Safety is a Key Priority as the IT • Centralized Video Storage Department continues to support the Implementation is underway to centralize the following projects surveillance storage at the NAP for 300+ o Complete the implementation for the security cameras. This will enhance our Automated Vehicle Locator. business continuity strategy by providing a o Deployment and Support for the Police level of redundancy for the security camera Body Worn Cameras. videos. o CAD integration with Miami Dade County system to have calls go directly to • Records Management PD mobile devices. IT is working with City Clerk’s Office on the o License Plate Readers (LPR) Projects implementation of Veritas Enterprise Vault; a Phase 1 critical tool for improving the records ▪ Currently: 99 License Plate retention, accuracy, efficiency, and Readers at City Entry and Exit responsiveness of government general Intersections records and records management. ▪ March 2019: 103 Cameras Operational • Development Services Software ▪ April 2019: 115 Cameras IT will oversee the Project Management and Operational Implementation services of the new ▪ Sept 2019: 143 Cameras Development Services Software and our Operational System Analyst will work with the Building,
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INFORMATION TECHNOLOGY STRATEGIC PRIORITIES
IT STRATEGIC PRIORITIES STRATEGIC BUDGET ASSOCIATED PRIORITIES FY 2019-20 COST Strategic Category IT Capital Items ORGANIZATIONAL EFFICIENCY Computing Device Upgrades: Install, configure and upgrade staff computing devices across all Departments. This includes laptops, desktops, tablets $ 189,195.00 and server upgrades required to meet the need growing needs of the city. Departments optimize use of new technology and become efficient at completing
ORGANIZATIONAL EFFICIENCY Infrastructurecity functions. Upgrades: This initiative includes the enhancement of reliability, availability and integrity of the existing network infrastructure that supports data, $ 70,000.00 servers, mobile users and telephone communications.
SMART CITY Implementing citywide security solutions that will help us mitigate and maintain confidentiality, accountability $ 40,000.00 and integrity of city operations. SMART CITY GIS Geocoding Software $ 10,000.00 COMMUNICATION IT Equipment Upgrades $ 44,000.00 TOTAL $ 353,195.00 Strategic Category Departmental Capital Items ORGANIZATIONAL EFFICIENCY CH & PD Access Control Enterprise Upgrade $ 96,000.00 ORGANIZATIONAL EFFICIENCY CH Council Chambers Upgrades $ 160,000.00 ORGANIZATIONAL EFFICIENCY CH Multipurpose Room Phase 2 Upgrade $ 10,000.00 ORGANIZATIONAL EFFICIENCY CH Training Room Upgrade $ 13,998.44 ORGANIZATIONAL EFFICIENCY PA Dell Desktop $ 1,000.00 ORGANIZATIONAL EFFICIENCY BD Dell Desktop $ 1,000.00 ORGANIZATIONAL EFFICIENCY FN Dell Desktop $ 1,000.00 ORGANIZATIONAL EFFICIENCY PD Training Center Roll Call Room AV System $ 13,000.00 TOTAL $ 295,998.44
CITY OF DORAL FY 2020 ADOPTED BUDGET 146 | P a g e
INFORMATION TECHNOLOGY BUDGET HIGHLIGHTS
• 110 – 230 Personnel Costs – For this fiscal • 440 Rentals & Leases – This account has year the City will be converting all increased from FY 2019 due to employees from a 37.5 to a 40-hour work multifunctional devices at new City facilities. week. Additionally, there is a 1.5% cost of • 460 Repair & Maintenance-Office living adjustment and an up to 2% merit Equipment – This account has decreased increase based on the individual’s from FY 2019 due to the removal of annual performance evaluation. Health insurance maintenance for systems no longer utilized rates have increase by 6% city-wide. by Departments. • 310 Professional Services - This account • 464 Repair & Maintenance-Office budgets for consultants of various City Equipment Other – This account has projects including network wiring, security increased from FY 2019 due to a new SaaS health check, system support, and public (Software as a Service) or Hosted systems records retention. implemented by citywide Departments. • 410 Communication & Freight - This • 640 Capital Outlay-Office - This account account has decreased from FY 2019 due to increased due to replacement cycle for the License Plate Reader connections to the end of life network infrastructure and wide area network that have not been computing equipment located in the City of completed. Doral facilities.
CITY OF DORAL FY 2020 ADOPTED BUDGET 147 | P a g e
INFORMATION TECHNOLOGY DEPARTMENT BUDGET AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET AMENDED* ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries IT Director 1 1 1 1 1 1 $ 163,633 Administrative Salaries Total 1 1 1 1 1 1 $ 163,633 500.120 - Full Time Salaries IT Director - Service Award 5 yr $ 1,364 Assistant IT Director 1 1 1 1 1 1 $ 98,177 Admin. Assistant II / Asset Specialist 1 1 1 1 1 1 $ 56,797 Service Award 10 yr $ 1,893 Senior Network Analyst 1 1 1 1 1 1 $ 82,962 Senior Systems Analyst 1 1 1 1 1 1 $ 82,689 Senior Software Developer 1 1 1 1 1 1 $ 94,221 Technology Project Manager 1 1 1 1 1 1 $ 84,487 Service Award 5 yr $ 704 IT Technician 1 1 1 1 1 1 $ 52,022 IT Technician(Public Safety) 1 1 1 1 1 1 $ 53,319 AV Systems Technician 1 1 2 2 2 2 $ 104,561 Help Desk Supervisor 1 1 1 1 1 1 $ 60,462 DBA Developer 1 1 1 1 1 1 $ 76,545 IT Security Manager 1 1 1 1 1 1 $ 81,606 GIS Developer 0 1 1 1 1 1 $ 73,483 CRM Developer 0 1 0 0 0 0 $ - Intersection Technology Systems Analyst 0 1 1 1 1 1 $ 78,068 Help Desk Specialist 1 1 1 1 1 1 $ 44,285 Permitting System Analyst 0 0 0 1 0 0 $ - Titled Changed to System Analyst 1 0 0 0 0 1 1 $ 70,243 Service Award 5 yr $ 585 Full Time Salaries Total 13 16 16 17 17 17 $ 1,198,474
Total 14 17 17 18 18 18 $ 1,362,107
* AMENDED FY 2018-19 - This column reflects any mid-year change to budgeted positions 1FY 2018-19 Title changed from Permitting System Analyst to System Analyst
CITY OF DORAL FY 2020 ADOPTED BUDGET 148 | P a g e
00122005 - INFORMATION TECHNOLOGY
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500111 - ADMINISTRATIVE SALARIES 136,893 142,388 148,139 148,139 136,722 148,139 163,633 163,633 500120 - FULL TIME SALARIES 827,810 885,300 1,119,918 1,119,918 925,252 1,015,156 1,198,473 1,198,473 500125 - COMPENSATED ABSENCES 3,767 7,108 48,745 48,745 4,994 48,745 48,951 48,951 500140 - OVERTIME 11,421 7,888 10,000 10,000 12,588 10,000 10,000 10,000 500210 - FICA & MICA TAXES 71,371 76,468 102,084 102,084 78,135 102,084 109,293 109,293 500220 - RETIREMENT CONTRIBUTION 116,510 122,742 152,082 152,082 126,379 152,082 162,907 162,907 500230 - LIFE & HEALTH INSURANCE 149,086 177,403 250,890 250,890 218,125 250,890 263,076 263,076 PERSONNEL TOTAL 1,316,858 1,419,298 1,831,858 1,831,858 1,502,195 1,727,096 1,956,333 1,956,333 OPERATING 500310 - PROFESSIONAL SERVICES 99,549 139,977 94,747 141,997 98,510 104,747 87,500 87,500 500400 - TRAVEL & PER DIEM 8,199 14,804 17,220 17,220 12,445 17,220 15,220 15,220 500410 - COMMUNICATION & FREIGHT 524,511 630,825 846,960 846,960 650,652 846,960 801,840 801,840 500440 - RENTALS & LEASES 40,583 61,527 75,640 75,640 57,080 75,640 81,840 81,840 500460 - REPAIR & MAINT - OFFICE EQUIP 904,935 1,076,221 1,236,579 1,171,844 976,027 1,230,691 1,223,277 1,223,277 500461 - REPAIR & MAINT - VEHICLES 585 0 0 0 0 0 0 0 500464 - REPAIR & MAINT-OFF. EQUIP. OTH 0 93,140 369,174 392,979 367,089 392,979 401,756 401,756 500510 - OFFICE SUPPLIES 1,104 1,569 2,000 2,000 1,608 2,000 2,000 2,000 500520 - OPERATING SUPPLIES 585,075 267,906 123,473 123,473 117,058 123,473 106,738 106,738 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 42,621 31,168 51,589 65,589 65,394 65,589 42,814 42,814 OPERATING TOTAL 2,207,162 2,317,136 2,817,382 2,837,702 2,345,863 2,859,299 2,762,985 2,762,985 CAPITAL 500640 - CAPITAL OUTLAY - OFFICE 296,844 181,963 246,635 283,156 164,756 261,553 353,195 353,195 500641 - CAPITAL OUTLAY - VEHICLES 22,972 0 0 0 0 0 0 0 500652 - CAPITAL OUTLAY-OTHER 956,680 547,143 668,250 1,550,150 776,656 1,454,150 135,998 275,998 CAPITAL TOTAL 1,276,496 729,105 914,885 1,833,307 941,412 1,715,703 489,193 629,193 Grand Total 4,800,516 4,465,539 5,564,125 6,502,867 4,789,470 6,302,098 5,208,511 5,348,511
CITY OF DORAL FY 2020 ADOPTED BUDGET 149 | P a g e
OFFICE OF THE CITY ATTORNEY
OFFICE OF THE CITY ATTORNEY FUNCTION
The City Attorney is a Charter official appointed by the City Council to serve as the chief legal advisor to the City Council, the City Manager, and all City departments, offices, and agencies. In Fiscal Year 2018 Council approved to change the office of the City Attorney from outsourced to in-house legal counsel. This budget reflects this change in policy. The City Attorney provides legal advice in the following areas: labor and personnel matters, real estate and real estate related matters, land use and zoning, legislation and related matters, Code Compliance, all Police matters, construction and construction related issues, sunshine laws, public records laws, conflict of interest issues and other ethical issues, the preparation and/or review of all contracts, all litigation including forfeitures, employment matters, eminent domain, and tort liability.
The City Attorney is responsible for hiring all outside counsel. Outside counsel is utilized on a limited basis. The City Attorney handles and advocates the City’s position in any potential litigation and supervises litigation and other legal matters that may be referred to outside counsel.
The City Attorney attends all regular and special City Council meetings, Planning, and board meetings. Attends other meetings as required by the Council, prepares/reviews ordinances and resolutions, reviews and drafts contracts and monitors County and State legislation as it affects the City.
CITY OF DORAL FY 2020 ADOPTED BUDGET 150 | P a g e
OFFICE OF THE CITY ATTORNEY OBJECTIVES FOR FY 2020
The following objectives were developed to provide a description of the anticipated accomplishments for this department as they relate to the City Council’s Budget Priorities and Strategic Goals which are indicated below.
• Provide the City Council and City staff with • To handle legal matters concerning the City in legal advice and support on all necessary legal accordance with the law and in a timely and matters affecting the City. efficient manner. • Prepare and/or review resolutions, ordinances • The City Attorney's Office strives to provide and contracts. the highest-quality legal services to City officials • As directed, represent the City at local, and administration in a timely manner and regional, state or federal legislative sessions, zealously represent the City's interests and meetings, hearings, or conferences. positions in negotiations and litigation.
CITY OF DORAL FY 2020 ADOPTED BUDGET 151 | P a g e
OFFICE OF THE CITY ATTORNEY BUDGET HIGHLIGHTS
• 110-230 Personnel Costs – For this fiscal year specialized legal counsel required throughout the City will be converting all employees from a the fiscal year. Furthermore, this account 37.5 to a 40-hour work week. Additionally, encompasses other expenses related to there is a 1.5% cost of living adjustment and an services required such as, court fees, court up to 2% merit increase based on the reporters, etc. individual’s performance evaluation. Health • 400 Travel & Per Diem - This account insurance rates have increase by 6% city-wide. decreased due to the City Attorney electing a • 312 Professional Services – Attorney Other – City issued vehicle instead of a car allowance. This line item is used to account for other
CITY OF DORAL FY 2020 ADOPTED BUDGET 152 | P a g e
OFFICE OF THE CITY ATTORNEY AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET AMENDED* ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries City Attorney 0 0 0 1 1 1 $ 189,788 Administrative Salaries Total 0 0 0 1 1 1 $ 189,788 500.120 - Full Time Salaries Paralegal 0 0 0 1 0 0 $ - FY 19 - Title Changed to Executive Legal Assistant 1 0 0 0 0 1 0 $ - FY 20 - Reclassified to Legal Office Manager 2 0 0 0 0 0 1 $ 71,050 Administrative Assistant3 0 0 0 1 1 0 $ - Full Time Salaries Total 0 0 0 2 2 1 $ 71,050
Total 0 0 0 3 3 2 $ 260,838
* AMENDED FY 2018-19 - This column reflects any mid-year change to budgeted positions 1FY 2018-19 Title changed from Paralegal to Executive Legal Assistant 2RECLASSIFIED - Executive Legal Assistant to Legal Office Manager 3Elliminated - Administrative Assistant position
CITY OF DORAL FY 2020 ADOPTED BUDGET 153 | P a g e
CITY OF DORAL FY 2020 ADOPTED BUDGET 154 | P a g e
PLANNING AND ZONING DEPARTMENT
PLANNING AND ZONING FUNCTION
The Planning and Zoning Department oversees all inquiries and analysis pertaining to land use, zoning, and subdivision regulations. This includes the implementation of the Comprehensive Plan and Land Development Regulations, and review of tentative and final plat applications, land use and zoning request, comprehensive plan amendments, variance requests, building permits, site plan, sign permits, special event permits, and evaluation of development of regional impacts annual reports consistent with Section 380.06(18), Florida Statutes. In addition to performing the daily line-planning functions, the Department is responsible for preparing planning documents and policy reports to further the Comprehensive Plans goals, objectives and policies. This effort includes, but is not limited to, Citywide Brownfield Program, Doral Boulevard Corridor Study, update of the Comprehensive Plan, Low Impact Development Master Plan, Housing Master Plan, Adaptive Reuse Study Area Action Plan, implementation of the Floodplain Management Ordinance, Arts-In- Public Places Site Evaluation Analysis and Annexation Reports.
The Economic Development Division has been incorporated into the Planning and Zoning Department. It plans, organizes, and implements an economic development program to promote the growth and development of the City’s economic base, assists in the retention and expansion of existing businesses, and vigorously seeks out new businesses for the City. Economic Development is devoted to elevating Doral as a world-class international and domestic destination for trade and commerce.
CITY OF DORAL FY 2020 ADOPTED BUDGET 155 | P a g e
PLANNING AND ZONING ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and status of current year budget initiatives that supports the City’s Strategic Goals.
• The Department updated Section 53-128 Moratorium Ordinance. The Department “Use Compatibility Table” of the Land conducted an in-depth analysis of Florida Development Code to remove heavy medical marijuana law and literature. industrial uses no longer compatible with • The Department received the “Site Doral’s built environment. Rehabilitation Completion Order (SRCO) • The Department updated Section 74-105 from Miami-Dade County’s Department of “Special Setbacks Established” to include Regulatory and Economic Resources on standards for generator and pergolas. December 10, 2018. • Updated the City’s Comprehensive Plan • The Department assisted the City Attorney’s Transportation Element and Parks and Office with the evaluation of the “lime Recreation Element to reflect residual disposal” proposition the County recommendations from the Parks and Staff had proposed to the County Recreation Master Plan and Transportation Commission. The “sludge lagoon” was being Master Plan. proposed just outside of City limits. • The Department participated in the Mayor’s • The Department continued to work with “On the Move Meeting” with the Community. Miami-Dade County to secure the approval of The purpose of these meetings is to bring the the Annexation Applications for Sections 6, administration and HOAs closer to address 15, and 16. community issues and concerns. • The Department successfully completed the • The Department participated in the Doug update of the Comprehensive Plan’s Capital Williams Group Study. In addition, the Improvement Element (CIE) and 5-Year Department implemented several initiatives Schedule of Capital Improvements. that improved organizational efficiency. • The Department continued to work with • The Department completed the Adaptive Amec Foster Wheeler Environmental and Reuse Study Area Action Plan. As part of the Infrastructure Inc., to provide the City with Master Plan the department coordinated CRS Program Support and Modification Visit stakeholder meetings and public workshops. Assistance services to improve the CRS rating • The Department completed the “Illustrative from 7 to 6 which would result in a flood Zoning Guidebook” to provide illustrations of insurance discount of 5 percent. existing zoning standards. This helps educate • Worked with respective departments to property owners, the development process outdoor events. As of June 2019, the community, and the general public to the Department has processed 39 outdoor event specific zoning and landscape requirements applications. The Department expects to for new development, infill, and continue to receive and process these redevelopment. applications. • Development of the City’s Medical Marijuana
CITY OF DORAL FY 2020 ADOPTED BUDGET 156 | P a g e
• Met customer’s needs by processing zoning regarding zoning issues or information. verification and determination letters, • Received on average of 21-30 set of plans for window signs, and customer inquiries related review daily (building permits). to zoning matters. As of June 2019, the • Answered on average of 25-45 calls daily Department has processed 9 window sign pertaining to zoning inquires and requests applications and a total of 35 zoning within the department. determination and verification letters. The • Processed and reviewed 13 outdoor dining Department expects to continue to receive applications as of June 2019. The Department and process these applications. expects to continue to receive and process • Processed and reviewed approximately 42 these applications. development applications, including future • The Department continues to coordinate land use amendments (Comprehensive Plan), with Miami-Dade County Property Appraisal rezoning applications, and administrative site Office and U.S. Postal Services on the issuance plan review as of June 2019. The Department of addresses for new developments. estimates a total of 62 applications by the end • Implemented monthly New Business of the fiscal year. Welcome Packet for new Doral businesses. • Processed and reviewed approximately 8 T- • Collaborated with Public Affairs on South Plats and Final Plats as of June 2019. The Florida Business Journal and Invest Miami city Department estimates a total of 10-12 reports, ads, promotions, interviews. applications by the end of the fiscal year. • Implemented Import/Export Academy with • The Department conducted a total of 1,866 Prospera and Miami-Dade County. zoning inspections. • Opened Doral Visitors Center with GMCVB. • The Department worked with IT to facilitate • Expanded business education programs with the implementation of the ARC GIS PRO SBDC @ FIU, SBA, Miami-Dade County, software which it used to prepare GIS maps Google, Enterprise Florida, MBDA. for the Public Works, Code Compliance, • Increased business assistance through revised Police, and Parks Department. The Façade Improvement Grant program cycle. Department estimates that a total 20-25 maps • Revised and administered CBO grant have been prepared and revised year-to-date. program and PTSA grant program. • Assisted the City Attorney’s Office on • Administered Consular Reception, Business updating Chapter 35 “Special Events” of the Forum, Valuations, and all Economic City’s Code of Ordinances. Development Advisory Board activities. • The Department participated in the Local • Hosted monthly Start-up Doral workshop. Update of Census Addresses Operation • Presented to business organizations including (LUCA). The intent of LUCA is to provide AmCham, GMCC, Millenia Atlantic the Census Bureau with a complete and University, and Westfield Business School. accurate list to reach every living quarters • Presented Smart City initiative presentation and associated population for inclusion in the at NALEO conference. census. • Exhibited at eMerge Americas and Unbound • Met on a daily basis with 15-30 customers Miami tech conferences, participated in panel
CITY OF DORAL FY 2020 ADOPTED BUDGET 157 | P a g e
discussion at Invest Miami. • Hosted Business Initiative Roundtables in • Participated in GMCVB Marketing Government Center and PS Business Parks. Committee, Beacon Council Economic • Collaborated with IT on WCCD ISO 37120 Development Partners, Beacon Awards. Smart City annual recertification. • Hosted diplomatic and trade visits including • Released Economic Reports Q1 and Q2. ProChile, Guatemalan Trade Office, • Administered Ritmo Doral event. Dominican Consulate, Spain Trade • Coordinated Sisters Cities program. Commission, Consulate of the Netherlands, Minister Plenipotentiary of Aruba.
PLANNING & ZONING ACTIVITY REPORT ACTUAL ACTUAL PROJECTED PROJECTED ACTIVITY 2016-17 2017-18 FY 2018-19 FY 2019-20 Building Permit Reviews 3,358 2,960 3,442 3,226 Zoning Inspections 1,994 1,732 1,866 1,873 Zoning Items Presented to City Council 61 71 75 70
CITY OF DORAL FY 2020 ADOPTED BUDGET 158 | P a g e
PLANNING AND ZONING OBJECTIVES FOR FY 2020
The following objectives were developed to provide a description of the anticipated accomplishments for the Department as they relate to the City Council’s Budget Priorities and Strategic Goals.
• Continue to administer the Community • Conduct a thorough audit of existing land Based Organization (CBO) Grant Program to development regulations to evaluate the provide beneficiaries with opportunities to effectiveness of current procedures and plan, develop and implement sustainable standards in achieving the City’s goals and projects that will serve the needs of the Doral objectives. Community. • Conduct targeted code revisions which • Continue to administer the PTSA Grant would consist of public engagement process Program to assist schools in realizing and and presentations to Mayor and City Council implementing educational programs that in a workshop setting. benefit the students. • If enough monies are available, the • Continue to administer the Façade Department will conduct a code Improvement Grant Program to provide reorganization with targeted code revisions financial assistance for beautification of to better organize land development commercial properties and HOA entry regulations. features within the City by reimbursing 50% • Department Staff will complete update to the of the renovation costs up to a maximum City’s Sign Ordinance. grant amount of $10,000 per property. • Submit to the U.S. EPA a Phoenix Award • Continue updating the “Economic Quarterly Application for Doral Legacy Park Brownfield Report”. Project. • Complete the annual update to the Capital • Implementation of an Adaptive Reuse Master Improvement Element (CIE) and 5-year Plan for an area of the City that extends from Capital Improvement Schedule. NW 58th Street to NW 54 Street and • Modifications to the Comprehensive Plan and between NW 87th Avenue and NW 79th Land Development Code to reflect the Avenue. recommendations of the Housing Master • Drafting of the Adaptive Reuse Overlay Plan, Transportation Master Plan Update, District regulations to facilitate the transition Parks and Recreation Master Plan Update, and of the area north of Downtown Doral from Low Impact Development Master Plan. an area dominated by a mix of heavy • Development of the Economic Element of the commercial and industrial uses to more Comprehensive Plan. vibrant community mixed-use center that • Complete update to the City’s Low Impact fosters establishment of creative office, Development Master Plan and enhance restaurant entertainment, and live work uses existing Land Development Code regulations that remains an active economic center that related to low impact development principles. provides opportunities for live, work, and • In conjunction with Public Works, complete play. the “NW 79th Avenue” Master Plan.
CITY OF DORAL FY 2020 ADOPTED BUDGET 159 | P a g e
• Continue to coordinate the City’s • Collaborate with developer, shops, Annexation Program with adjacent promoters and media to brand Downtown municipalities and Miami-Dade County. Doral. • Continue to provide expeditious customer • Expand Business Retention & Expansion service in a professional manner, while (BRE) program with local promotions, working closer with other Departments to business tours, surveys, workshops, ensure the needs of the residents, developers, roundtable discussions, City grants, and and visitors are met in a time sensitive business assistance programs. manner. • Increase business beautification efforts • Collaborate with the Building and Public through increase of Façade Improvement Works Departments to improve the Grant program funding. permitting process among Departments. • Develop Visitor Center Program and expand Conduct meetings twice a month to go over business assistance programs with staff existing processes and how to improve support from AARP Senior Community efficiency. Service Employment Program. • Assist in the implementation of the • Leverage partnerships with the GMCVB, Visit development service software. Florida, GMBHA and local hospitality industry • Continue to evaluate and improve the to attract conferences to the City and Department’s Standard Operating connect them to information, events, Procedures (SOPs). transportation, and attractions. • Continue to improve internal metrics and • Maintain and strengthen relationships with work on external metrics. regional economic development partners and • Continue to evaluate opportunities for institutions. workforce housing within the City of Doral. • Strengthen international business relations • Evaluate establishing a Zoning Improvement through webinars, workshops, and Permit process for permits requiring review partnerships. solely by the Department. These permits are • Build relationships with real estate brokers, to include paving and draining work, painted developers, and stakeholders to market wall signs, seal coating and restriping work, Doral to investors. as well as, other scopes of work to be • Collaborate with IT on new WCCD ISO determined. These permits will be used to 37122 & 37123 global certifications. review work not reviewed by the Building • Seek grants and attract programs to support Department. business development, education, • Collaborate with Public Affairs to expand beautification, sustainability, innovation. business attraction advertising, web-based • Continue regular economic development marketing, media coverage, outreach briefings with US Southern Command. activities and events. • Evaluate and Update Chapter 65 of the LDC “Impact Fees” as needed.
CITY OF DORAL FY 2020 ADOPTED BUDGET 160 | P a g e
PLANNING AND ZONING BUDGET HIGHLIGHTS
• 110 – 230 Personnel Costs – For this fiscal Planning Session. The objective for the year the City will be converting all Department is to revisit the Land employees from a 37.5 to a 40-hour work Development Code to conduct an audit of week. Additionally, there is a 1.5% cost of existing regulations to identify needed living adjustment and an up to 2% merit regulatory changes and evaluate alternative increase based on the individual’s supplements. performance evaluation. Health insurance • 470 Printing & Binding – The increase in rates have increase by 6% city-wide. The this account is due to printing associated Economic Developer position has been with the Ritmo Doral event. incorporated into the Planning & Zoning • 482 Promotional Activities – This is a new Department. account that was added to record all • 310 Professional Services – The increase in promotional items associated with the this account is a result of a priority Economic Development Division. established during the City’s 2019 Strategic
CITY OF DORAL FY 2020 ADOPTED BUDGET 161 | P a g e
PLANNING & ZONING DEPARTMENT BUDGET AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries Planning & Zoning Director 1 1 1 1 1 $ 119,778 Administrative Salaries Total 1 1 1 1 1 $ 119,778 500.120 - Full Time Salaries Assistant Planning & Zoning Director 1 1 1 1 1 $ 81,709 Economic Developer1 0 0 0 0 1 $ 105,125 Service Award 5 yr $ 876 Admin. Assistant/ Special Events Coord. 1 1 1 1 1 $ 40,225 Chief Licensing Officer 1 1 1 1 1 $ 70,889 Senior Planner 1 1 1 1 1 $ 69,373 Planner 1 2 2 2 2 $ 129,393 Occupational Licensing Clerk 1 1 1 1 1 $ 39,319 GIS Technician 1 1 1 1 1 $ 57,430 Development Review Coord. 1 1 1 1 1 $ 58,488 Full Time Salaries Total 8 9 9 9 10 $ 652,827
Total 9 10 10 10 11 $ 772,605
1Transferred - Economic Developer position
CITY OF DORAL FY 2020 ADOPTED BUDGET 162 | P a g e
0014000 - PLANNING & ZONING
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 0014000 - PLANNING AND ZONING REVENUE 321100 - LOCAL BUSINESS LICENSE TAX 1,149,353 1,038,145 1,200,000 1,200,000 1,079,058 1,200,000 1,225,000 1,225,000 329300 - ZONING HEARING FEES 97,163 76,510 100,000 100,000 57,875 75,000 65,000 65,000 329400 - ZONING PLAN REVIEW FEES 136,332 227,256 175,000 175,000 95,815 115,000 100,000 100,000 329401 - ZONING PERMIT REVIEW FEES 300 63,651 55,000 55,000 74,857 75,000 70,000 70,000 338100 - COUNTY BUSINESS TAX RECIEPTS 88,289 71,335 75,000 75,000 80,895 75,000 75,000 75,000 0014000 - PLANNING AND ZONING REVENUE TOTAL 1,471,437 1,476,897 1,605,000 1,605,000 1,388,500 1,540,000 1,535,000 1,535,000 Grand Total 1,471,437 1,476,897 1,605,000 1,605,000 1,388,500 1,540,000 1,535,000 1,535,000
00140005 - PLANNING & ZONING
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500111 - ADMINISTRATIVE SALARIES 119,563 124,376 131,440 131,440 78,427 85,000 119,778 119,778 500120 - FULL TIME SALARIES 435,970 369,171 541,436 541,436 479,802 541,436 652,827 652,827 500125 - COMPENSATED ABSENCES 5,227 11,674 25,584 25,584 47,158 25,584 27,998 27,998 500140 - OVERTIME 694 21 1,000 1,000 0 1,000 250 250 500210 - FICA & MICA TAXES 41,744 38,752 54,090 54,090 45,271 54,090 61,918 61,918 500220 - RETIREMENT CONTRIBUTION 66,476 59,012 79,821 79,821 66,908 79,821 92,608 92,608 500230 - LIFE & HEALTH INSURANCE 71,120 55,699 94,631 94,631 104,545 112,160 148,758 148,758 PERSONNEL TOTAL 740,793 658,704 928,002 928,002 822,112 899,091 1,104,137 1,104,137 OPERATING 500310 - PROFESSIONAL SERVICES 100,428 106,267 100,000 226,001 132,313 226,001 150,000 150,000 500340 - CONTRACTUAL SERVICES - OTHER 0 0 10,238 10,238 8,120 10,238 2,500 2,500 500400 - TRAVEL & PER DIEM 8,303 9,191 10,770 10,770 5,034 10,770 13,000 28,000 500410 - COMMUNICATION & FREIGHT 1,587 1,600 2,400 2,400 2,000 2,400 3,300 3,300 500461 - REPAIR & MAINT - VEHICLES 489 169 740 740 88 740 0 0 500470 - PRINTING & BINDING 4,494 3,878 8,000 8,000 5,923 8,000 14,000 14,000 500482 - PROMOTIONAL ACTIVITIES ECO DEV 0 0 0 0 0 0 90,500 90,500 500510 - OFFICE SUPPLIES 5,998 5,508 9,000 9,000 4,205 9,000 8,000 8,000 500520 - OPERATING SUPPLIES 1,411 2,531 5,700 5,700 2,203 5,700 4,000 4,000 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 3,634 3,555 9,925 9,925 2,973 9,925 9,784 9,784 OPERATING TOTAL 126,345 132,700 156,773 282,774 162,859 282,774 295,084 310,084 CAPITAL OUTLAY 500640 - CAPITAL OUTLAY - OFFICE 0 0 0 101,247 0 101,247 0 0 CAPITAL OUTLAY TOTAL 0 0 0 101,247 0 101,247 0 0 GRAND TOTAL 867,138 791,405 1,084,775 1,312,023 984,970 1,283,112 1,399,221 1,414,221
CITY OF DORAL FY 2020 ADOPTED BUDGET 163 | P a g e
GENERAL GOVERNMENT
GENERAL GOVERNMENT FUNCTION
This classification of the City’s Budget covers a variety of items of a general nature which are not applicable to any one specific department. Other items such as:
• Operating transfers out refer to funds that • Debt Service encompasses payments of are transferred from the General Fund principal and/or interest of the City’s Budget to other funds. obligations.
CITY OF DORAL FY 2020 ADOPTED BUDGET 164 | P a g e
GENERAL GOVERNMENT BUDGET HIGHLIGHTS
• 310 Professional Services – The decrease • 820 Grants & Aids – Increase in account due in this account is attributable to the to funding of two additional schools. regulatory debt. • 910-915 Operating Transfers – The • 450 Insurance – The increase in the account budget includes transfers to the is attributable to the Cyber Coverage Infrastructure Replacement Fund, the OPEB Insurance. (Other Post-Employment Benefits) fund, and • 710-720 Debt-Principal & Interest – The the Capital Improvement fund. change in funding request associated with the loan amortization schedules.
CITY OF DORAL FY 2020 ADOPTED BUDGET 165 | P a g e
0015000 - GENERAL GOVERNMENT
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 0015000 - GENERAL GOVERNMENT REVENUE 300100 - DESIGNATED FUND BALANCE 0 0 0 0 0 0 0 0 311100 - AD VALOREM TAXES - CURRENT 19,367,300 21,354,285 23,800,342 23,800,342 23,360,263 22,956,000 24,756,713 24,756,713 311200 - AD VALOREM TAXES-DELINQUENT 504,086 545,526 450,000 450,000 663,857 587,993 500,000 500,000 313100 - FRANCHISE FEES - ELECTRICITY 2,464,185 3,496,163 3,000,000 3,000,000 3,171,895 3,000,000 1,961,000 1,961,000 314100 - UTILITY TAXES - ELECTRICITY 7,503,945 8,267,782 7,600,000 7,600,000 6,037,417 7,850,000 7,600,000 7,600,000 314200 - COMMUNICATION SERVICES TAX 3,965,886 4,162,963 3,990,555 3,990,555 3,021,388 3,673,000 3,551,151 3,551,151 314300 - UTILITY TAXES - WATER 1,077,852 1,137,160 1,000,000 1,000,000 768,245 1,220,000 1,100,000 1,100,000 314400 - UTILITY TAXES - GAS 72,968 102,964 80,000 80,000 82,502 84,000 80,000 80,000 335120 - STATE SHARING REVENUE 1,328,824 1,410,964 1,410,672 1,410,672 1,390,879 1,335,854 1,540,428 1,540,428 335150 - ALCOHOLIC BEVERAGE TAX 74,235 74,344 70,000 70,000 79,806 71,520 70,000 70,000 335180 - HALF CENT SALES TAX 4,280,346 4,705,140 4,825,572 4,825,572 4,302,693 5,000,000 5,249,795 5,249,795 361100 - INTEREST INCOME 989,633 1,268,926 350,000 350,000 1,689,107 1,727,000 1,000,000 1,000,000 362100 - LEASE AGREEMENT-DORAL PREP 12 12 12 12 13 12 12 12 366000 - PRIVATE GRANTS & CONTIRBUTIONS 150,000 20,000 0 0 0 0 0 0 367100 - CHANGE IN INVEST VALUE 457,227 709,609 0 0 1,473,134 1,000,000 0 0 369100 - MISCELLANEOUS INCOME 48,896 6,134 35,000 35,000 46,036 43,000 35,000 35,000 369200 - PRIOR YEARS RECOVERY 104,065 65,003 50,000 50,000 13,757 13,500 30,000 30,000 369301 - SETTLEMENT - VIEWPOINT 0 87,500 0 0 0 0 0 0 0015000 - GENERAL GOVERNMENT REVENUE TOTAL 41,266,875 45,995,257 46,662,153 46,662,153 46,101,023 48,561,879 47,474,099 47,474,099 Grand Total 41,266,875 45,995,257 46,662,153 46,662,153 46,101,023 48,561,879 47,474,099 47,474,099
CITY OF DORAL FY 2020 ADOPTED BUDGET 166 | P a g e
00150005 - GENERAL GOVERNMENT
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUAL ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500230 - LIFE & HEALTH INSURANCE 22,858 0 0 0 0 0 0 0 500240 - WORKERS COMPENSATION 569,383 516,758 560,000 560,000 361,283 560,000 560,000 560,000 500250 - UNEMPLOYMENT COMPENSATION 0 1,414 10,000 10,000 1,650 6,000 7,500 7,500 PERSONNEL TOTAL 592,241 518,172 570,000 570,000 362,933 566,000 567,500 567,500 OPERATING TRANSFERS 500310 - PROFESSIONAL SERVICES 413,723 296,220 499,400 499,400 302,406 499,400 415,400 515,400 500340 - CONTRACTUAL SERVICES - OTHER 208,063 210,569 352,100 352,100 232,116 352,100 337,100 337,100 500400 - TRAVEL & PER DIEM 12,530 21,047 21,000 21,000 18,393 21,000 25,000 25,000 500402 - TRAVEL & PER DIEM-AWARDS 0 0 0 37,135 38,610 0 0 0 500410 - COMMUNICATION & FREIGHT 69,607 60,102 99,500 99,500 42,103 99,500 75,000 75,000 500430 - UTILITY SERVICES 155,763 130,975 169,020 169,020 147,382 169,020 158,020 158,020 500440 - RENTALS & LEASES 44,241 58,683 74,000 74,000 40,629 74,000 53,500 53,500 500450 - INSURANCE 682,946 677,702 751,000 751,000 795,063 751,000 806,000 806,000 500460 - REPAIR & MAINT - OFFICE EQUIP 1,719 4,397 4,800 4,800 4,095 4,800 4,800 4,800 500470 - PRINTING & BINDING 4,795 3,530 5,000 5,000 3,266 5,000 5,000 5,000 500490 - OTHER CURRENT CHARGES 38,272 58,938 78,100 78,100 65,893 78,100 81,500 106,500 500492 - CONTINGENT RESERVE 96,880 88,766 500,004 41,441 29,096 320,200 933,600 265,542 500494 - CURR.CHARGES - CULTURAL EVENTS 5,064 0 0 0 0 0 0 0 500520 - OPERATING SUPPLIES 17,950 26,924 41,000 41,000 26,740 41,000 50,500 50,500 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 0 5,000 5,000 5,000 5,000 5,000 10,000 10,000 OPERATING TRANSFERS TOTAL 1,751,553 1,642,855 2,599,924 2,178,496 1,750,791 2,420,120 2,955,420 2,412,362 DEBT SERVICE 500710 - DEBT SERVICE - PRINCIPAL 1,258,903 1,312,750 1,368,425 1,368,425 1,110,917 1,368,425 1,428,601 1,428,601 500712 - DEBT SERVICE - STATE OF FL 600 600 600 600 0 600 600 600 500720 - DEBT SERVICE - INTEREST 648,016 622,426 548,354 548,354 463,501 548,354 484,857 484,857 DEBT SERVICE TOTAL 1,907,519 1,935,776 1,917,379 1,917,379 1,574,418 1,917,379 1,914,058 1,914,058 GRANTS & AIDS 500820 - GRANTS & AIDS 112,987 103,629 162,500 162,500 98,666 162,500 197,500 190,000 GRANTS & AIDS TOTAL 112,987 103,629 162,500 162,500 98,666 162,500 197,500 190,000 OPERATING TRANSFERS 500910 - OPERATING TRANSFERS OUT 3,790,000 0 0 0 0 0 0 0 500912 - TRANSFER OUT-CAPITAL IMPRV FND 350,000 0 147,443 147,443 147,443 147,443 440,000 440,000 500914 - TRANSFER OUT-INFRAS.REP. FUND 100,000 500,000 1,165,356 1,165,356 1,165,356 1,165,356 300,000 300,000 500915 - TRANSFER OUT-OPEB LIABILITY 0 500,000 400,000 400,000 400,000 400,000 200,000 200,000 OPERATING TRANSFERS TOTAL 4,240,000 1,000,000 1,712,799 1,712,799 1,712,799 1,712,799 940,000 940,000 Grand Total 8,604,301 5,200,431 6,962,602 6,541,174 5,499,607 6,778,798 6,574,478 6,023,920
CITY OF DORAL FY 2020 ADOPTED BUDGET 167 | P a g e
POLICE DEPARTMENT
CITY OF DORAL FY 2020 ADOPTED BUDGET 168 | P a g e
POLICE FUNCTION
The primary function of the Doral Police Department is the preservation of life, the protection of property, the detection and prevention of crime, and maintaining public order. The Department recognizes the best way of achieving these goals is through its commitment to community policing and the active participation of the community, interdependence with other City Departments, the proper staffing of Police personnel, and the efficient management of Police resources.
POLICE ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and status of current year budget initiatives that support the City’s Strategic Goals.
• Crime Rate negative impact in the Police Department’s The Police Department reports a significant delivery of public safety services to the decrease in overall crime in Doral of 15.4% community. for 2018, per the Florida Department of Law Enforcement (FDLE) annual report. This • Hires reduction in the overall crime rate can be In order to meet the increasing public safety attributed to the strong relationships and demands of City, the Department added a open lines of communication the Property and Evidence Supervisor, a Department has with residents and business Quartermaster, and an Administrative owners, as well as, the proactive Assistant. In addition, twelve (12) Police enforcement details that are conducted on a Officers and four (4) Reserve Officers were daily basis by both uniformed and plain- added to the ranks. Two of the Reserve clothes officers. Officers were assigned to the Desk Operations Center, one was designated to • School Safety and Security manage the Body Worn Camera Program The past year brought along significant that was implemented at the beginning of the challenges for the Police Department in year, and one was assigned to the Internal school security. Specifically, the Marjorie Affairs Section. A civilian Public Information Stoneman Douglas High School Public Safety Officer was hired to better communicate Act forced police agencies across the state with the media and the community. to evaluate the manner in which school security and safety was being handled. • Training Sworn personnel were reassigned to provide A well-trained force is the cornerstone of coverage during the entire school year at any law enforcement agency. To that end, four (4) public schools, six (6) charter the Department remains committed to schools, and one (1) private school. This ensuring that sworn and non-sworn reassignment of personnel did not present a personnel receive continuous training to
CITY OF DORAL FY 2020 ADOPTED BUDGET 169 | P a g e
maintain state-mandated standards. All • Fleet personnel are encouraged to seek training The Police Department remains committed and educational opportunities that will to updating its aging fleet. A total of 33 new further enhance the abilities to fulfill existing vehicles were acquired to include 16 marked job duties and prepare for potential future Police vehicles, 2 marked Police Service Aide openings within the Department. The vehicles, 9 unmarked vehicles, 3 pick-up Training Section conducted two eight-week trucks, 2 sport utility vehicles for the Chief academies for Public Service Aides where and Deputy Chief, and a 24-passenger bus to over 40 PSAs from various law enforcement be used for activities with the Police agencies throughout South Florida Explorers. In addition, 12 new Harley successfully completed the course. The Davidson motorcycles were leased when the Training Section held a 40-hour First Line old lease expired. Supervision Course for Departmental Lieutenants and Sergeants. An additional • Police Equipment course is planned for the end of FY 2019 and The Department acquired ballistic armor, another one in FY 2020. In addition, a handguns, handheld radios, and electronic consultant was brought into train control devices (Tasers) to outfit the supervisors in Critical Incident Management recently hired Officers. and Response to Active Shooter Situations.
CITY OF DORAL FY 2020 ADOPTED BUDGET 170 | P a g e
POLICE DEPARTMENT ACTIVITY REPORT ACTUAL ACTUAL PROJECTED PROJECTED ACTIVITY 2016-17 2017-18 FY 2018-19 FY 2019-20 Administrative: Internal Investigations Conducted 7 35 35 40 Vehicles Purchased 25 24 33 25 Communications: Total Calls for Service 26507 25300 29095 33459 Crime Analysis: Total Violent Crimes 86 80 92 106 Total Non-Violent Crimes 1616 1496 1720 1978 Total Crime Offenses 1702 1576 1812 2083 Patrol: Total Arrests 1316 1254 1442 1658 Citations-Violations 19702 28891 33224 38207 Criminal Investigation Division: Total Cases Assigneed 752 751 863 992 Total Cases Cleared 322 129 148 170 Total Arrests 172 131 150 172 Crime Scened Processed BY CSI ONLY 451 434 579 666
CITY OF DORAL FY 2020 ADOPTED BUDGET 171 | P a g e
POLICE OBJECTIVES FOR FY 2020
The following objectives were developed to provide a description of the anticipated accomplishments for this Department as they relate to the City Council’s Budget Priorities and Strategic Goals which are indicated below.
• Crime Rate the cities of Medley, Miami Springs, and The Police Department is committed to the Virginia Gardens will staff the EOC with their successful and proven community-based respective representative ensuring that policing model as the means to continue communications and requests for assistance addressing issues of public safety and quality are a seamless process. of life with the overall goal of preventing and reducing crime. As well as, continuing to • Real Time Information Center build relationships and further develop The Police Department will convert its existing ones with residents, business existing Communications Unit to a Real owners, and the administrators of the Time Information Center. This will increase various schools and other educational the efficiency of personnel presently assigned facilities in Doral. and allow said personnel to handle other tasks resulting in a more productive • School Safety and Security application of resources. The Police Department’s commitment to the children who attend schools in Doral • Integration of the Mobile CAD remains unchanged. This coming school year The Police Department will be integrating the Department will continue to staff four the Mobile Computer Assisted Dispatch public schools, seven charter schools; (CAD) platform that is presently utilized by including a new charter school which will the Miami-Dade Police Department in the become operational in August 2019, and one answering of calls from the public and the private school. subsequent dispatch of those calls to Doral Police units. This will result in a more • Emergency Operations Center efficient and accurate outcome in the way Under the direction of the Mayor and City calls for service affecting Doral residents and Council, the Police Department was tasked businesses are managed and transcribed. with designing and developing a Divisional Emergency Operations Center (EOC) that • Continued Hiring and Promotions will be located within the Police Station. The As the City of Doral continues to grow, so EOC will be utilized during hurricanes that do the public safety needs of the vibrant and threaten Doral and surrounding areas in thriving community. The Police Department South Florida, as well as, any large scale is committed to continue hiring qualified, situation or event that impacts public safety certified and non-certified candidates to fill concerns in our City. As a divisional EOC the ranks of Police Officers as vacancies
CITY OF DORAL FY 2020 ADOPTED BUDGET 172 | P a g e
arise. Police Service Aides will also be hired 2020 will result in an increase in both parking as necessary. PSA’s play an integral role in and traffic citations. the manner in which the Department delivers services, particularly responding to • Reintroduction of Bicycle Patrols non-emergency calls and the investigation of The Doral Police Department’s Bicycle Unit traffic crashes. was disbanded in FY 2018 and its personnel were assigned to the eleven schools that are • Creation of a Park Rangers Unit staffed during the school year. As a result of The Police Department is committed to the hiring of new personnel, the Department ensuring that the City’s Parks maintain the is in the position to reestablish bicycle world class reputation it has developed. patrols within our community and reap the Therefore, the position of Park Ranger was benefits of this proven method of patrolling. created in conjunction with the Parks Department. This non-sworn position will • Growth by Annexation of Three be tasked with handling non-emergency Sections of Unincorporated Miami- situations within the Parks, enforcing City Dade County Ordinances, and assisting the public. It is projected that sometime in the coming year the City of Doral will annex three • Increasing the Size of the Traffic sections of land in the north end of the City. Section These sections are comprised of commercial The Doral Police Department’s Traffic and industrial businesses as well as Federal, Section is comprised of the Motors Squads, State, and County facilities. While the the Commercial Vehicle Enforcement Unit, annexation of these three sections will not the Crash Investigations Unit, the Red-Light result in an increase to the population of the Camera Unit, and the Police Service Aides. City, there will be some impact to the The Motors Unit was increased by one amount of calls for service the Department Officer during FY 2019 and as the hiring of will be handling. The Police Department will new personnel continue the Department restructure its areas of patrol into three anticipates an additional two new Officers. A zones instead of the present two currently in new Sergeant was assigned to the effect. Doing so will allow the Department Commercial Vehicle Enforcement Unit. It is to answer calls for service and conduct projected that the addition of personnel enforcement in an efficient and productive along with the various traffic enforcement manner. details that will be conducted throughout FY
CITY OF DORAL FY 2020 ADOPTED BUDGET 173 | P a g e
POLICE STRATEGIC PRIORITIES
STRATEGIC BUDGET ASSOCIATED PRIORITIES FY 2019-20 COST
This initiative includes the hiring of 15 more Officers, 4 Sergeant, 2 Park Rangers and 2 PSAs, to increase patrol visiblity in our residential and commercial areas. In Organizational Efficiency: Visibility $ 2,037,447.64 addition, assigning patrol bicycles to patrol officers beyond those assigned to the Bicycle Patrol Squad will increase visibility in our gated and closed communities.
TOTAL $ 2,037,447.64
CITY OF DORAL FY 2020 ADOPTED BUDGET 174 | P a g e
POLICE BUDGET HIGHLIGHTS
The following items are enhancements, initiatives or significate changes to our expense budget.
• 110-230 Personnel Costs - For this fiscal suspected crimes committed within the City. year the City will be converting all • 440 Rental and Leases – There was an employees from a 37.5 to a 40-hour work increase due to the Downtown neutral space week. Additionally, there is a 1.5% cost of lease/mini station. living adjustment and an up to 2% merit • 510 Office Supplies – There was an increase based on the individual’s increase in the account in order to supply all performance evaluation. Health insurance Police Buildings. rates have increase by 6% city-wide. There • 520 Operating Supplies – There was an was also an increase in personnel by fifteen increase in Police uniform and gear, as well as, (15) Police Officers, four (4) Police the purchase of Narcan nasal spray and Sergeants, two (2) Park Rangers, two (2) bleeding control kits. Police Services Aides, and one (1) Executive • 540 Dues/ Subscriptions/ Memberships – Officer to the Chief of Police. There was an increase in this account due to • 310 Professional Services – There was a the training of new recruits in order to decrease due to the elimination of the Inner promote within and send employees to the circle Training group line item. Police Academy. • 342 School Crossing Guards – There was • 640 Capital Outlay Office - Covers an increase in the School Crossing Guards purchase of ballistic shields, guns, tasers, and account due to using actual numbers to ballistic vests to increase protection. budget. • 641 Capital Outlay Vehicles – This • 350 Investigations – There was an increase account is used to fund the replacement of to this account in order to establish a fund for seven (7) Police Vehicles, one (1) Property the disbursement of monies to defray and Evidence Cargo Minivan, one (1) authorized expenditures incurred for the Quartermaster Truck and, one (1) Utility investigation into criminal activity and cargo for training.
CITY OF DORAL FY 2020 ADOPTED BUDGET 175 | P a g e
POLICE DEPARTMENT BUDGET AUTHORIZED POSITIONS BUDGET BUDGET AMENDED BUDGET AMENDED* ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries Police Chief 1 1 1 1 1 1 $ 161,561 Administrative Salaries Total 1 1 1 1 1 1 $ 161,561 500.121 - Full Time Salaries Sworn Deputy Chief 1 1 1 1 1 1 $ 135,757 Major 1 2 2 2 2 2 $ 220,666 Captain 6 5 5 2 2 2 $ 208,112 Lieutenant 6 6 6 9 9 9 $ 781,019 Sergeant1 18 19 19 20 20 24 $ 1,704,573 Service Award 5 yr $ 563 Executive Officer to the Chief of Police 0 0 0 0 0 1 $ 104,905 Internal Affairs Inspector2 0 0 0 0 1 1 $ 102,853 Internal Affairs & Background Investigator3 0 0 0 0 1 1 $ 58,870 Police Officer / Trainee4 90 97 97 110 110 125 $ 7,178,687 Service Award 5 yr $ 5,014 Service Award 10 yr $ 4,230 Police Officer / Reserve7 5 2 6 10 10 9 $ 386,100 Police Non-Paid Reserve 10 10 4 4 4 4 $ - Auxiliary Officer 1 1 1 1 1 1 $ - Full Time Sworn Salaries Total 138 143 141 159 161 180 $ 10,891,348 500.120 - Full Time Salaries Executive Administrative Assistant to the Chief 1 1 1 1 1 1 $ 73,939 Administrative Assistant 3 3 3 4 4 4 $ 175,206 Criminal Inv. & Evidence Supervisor 1 1 1 1 1 1 $ 66,504 Crime Scene Technician 2 3 3 3 3 3 $ 135,046 Police Service Aide5 11 13 13 15 15 17 $ 579,499 Service Award 5 yr $ 321 Court Liaison Coordinator 1 1 1 1 1 1 $ 56,085 Clerical Aide 3 3 1 1 1 1 $ 45,754 Service Award 15 yr $ 3,432 Police Review Specialist6 0 0 2 2 1 1 $ 40,310 Police Crime Analyst Specialist6 2 2 2 2 3 3 $ 165,127 Police Field Logistics Specialist 1 1 1 1 1 1 $ 47,066 Service Award 10 yr $ 1,569 Police Budget Coordinator 1 1 1 1 1 1 $ 86,613 Records Specialist 1 1 1 1 1 1 $ 46,851 Records Specialist / Teletype 7 7 7 6 6 6 $ 250,637 Service Award 5 yr $ 686 Record Management Specialist 1 1 1 1 1 1 $ 42,628 NEW - Park Ranger 0 0 0 0 0 2 $ 38,544 Police Property & Evidence Supervisor 0 0 0 1 1 1 $ 42,140 Property & Evidence Specialist 0 1 1 1 1 1 $ 43,553 Service Award 5 yr $ 363 Police Special Events Coordinator 1 1 1 1 1 1 $ 56,692 Payroll Specialist 1 1 1 1 1 1 $ 44,724 Media & Emergency Management Specialist 1 1 1 1 1 1 $ 94,170 Service Award 5 yr $ 785 Public Safety Technical Services Manager 1 1 0 0 0 0 $ - Public Safety Technical Services Supervisor 0 0 1 1 1 1 $ 85,466 Service Award 5 yr $ 712 Accounting Clerk 0 0 1 1 1 1 $ 39,311 Quartermaster 0 0 0 1 1 1 $ 41,867 Community Policing Specialist 0 1 1 1 0 0 $ - Title changed to Public Information Officer 7 0 0 0 0 1 1 $ 82,283 Civilian Investigator 0 1 1 1 0 0 $ - Communication Supervisor 0 1 1 1 1 1 $ 52,968 IT Technician - Public Safety 1 1 1 1 1 1 $ 54,291 Full Time Salaries Total 40 47 48 52 51 55 $ 2,495,141
CITY OF DORAL FY 2020 ADOPTED BUDGET 176 | P a g e
POLICE DEPARTMENT BUDGET AUTHORIZED POSITIONS BUDGET BUDGET AMENDED BUDGET AMENDED* ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 500.130 - Other Salaries Part Time Clerical Aide 1 1 1 1 1 1 $ 33,638 Other Salaries Total 1 1 1 1 1 1 $ 33,638
Total 180 192 191 213 214 237 $ 13,581,689
* AMENDED FY 2018-19 - This column reflects any mid-year change to budgeted positions 1 NEW - Four (4) Police Sergeant positions 2 FY 2018-19 POSITION ADDED - Internal Affairs Inspector 3 FY 2018-19 RECLASSIFIED - Civilian Investigator (Non-Sworn) to Internal Affairs & Background Investigator (Sworn) 4 NEW - Fifteen (15) Police Officers positions 5 NEW - Two (2) Police Service Aide 6 FY 2018-19 RECLASSIFIED - One (1) Police Review Specialist to Police Crime Analyst Specialist 7 FY 2018-19 Title changed from Community Policing Specialist to Public Information Officer One (1) Police Reserve Officer was removed
CITY OF DORAL FY 2020 ADOPTED BUDGET 177 | P a g e
0016000 - POLICE
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 0016000 - POLICE REVENUE 313920 - TOWING FEES 11,235 11,820 10,000 10,000 12,205 12,000 11,000 11,000 329200 - ALARM PERMITS 253,458 259,979 280,000 280,000 200,114 215,000 230,000 230,000 331206 - FDOT HVE GRANT 14,984 0 0 0 0 0 0 0 334200 - STATE OF FL JAG GRANT -2009 16,633 0 0 0 6,319 0 0 0 342100 - POLICE SERVICES 806,075 725,345 750,000 750,000 850,410 650,000 775,000 775,000 342110 - POLICE SERVICES - RECORDS 10,510 7,200 10,000 10,000 7,782 7,700 10,000 10,000 342115 - SCHOOL CROSSING GUARDS 72,122 81,165 65,000 65,000 68,188 79,000 70,000 70,000 342120 - POLICE SERVICE-MDC SCHOOLS 0 0 -126317 126,317 140,352 126,000 126,317 126,317 342130 - POLICE SERVICES-SCHOOL OFFICER 0 28,424 -448378 448,378 532,950 497,420 497,420 497,420 351100 - JUDGEMENTS & FINES 207,670 268,016 225,000 225,000 377,144 400,000 280,000 280,000 351150 - SAFETY REDLIGHT CAMERAS 5,421 1,101,906 910,000 910,000 1,307,976 1,300,000 1,125,000 1,125,000 369103 - POLICE AUTO TAKE HOME PGM 92,663 57,887 50,000 50,000 52,350 52,000 50,000 50,000 369105 - PD MISC-SRO OT RECOVERY 0 0 - 0 20,088 0 0 0 0016000 - POLICE REVENUE TOTAL 1,490,771 2,541,742 2,874,695 2,874,695 3,564,739 3,339,120 3,174,737 3,174,737 GRAND TOTAL 1,490,771 2,541,742 2,874,695 2,874,695 3,564,739 3,339,120 3,174,737 3,174,737
CITY OF DORAL FY 2020 ADOPTED BUDGET 178 | P a g e
00160005 - POLICE
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500111 - ADMINISTRATIVE SALARIES 154,395 169,047 155,046 155,046 143,067 155,046 161,561 161,561 500120 - FULL TIME SALARIES 1,641,923 1,907,931 2,253,481 2,253,481 1,994,032 2,253,481 2,495,142 2,495,142 500121 - FULL TIME SALARIES - SWORN 7,522,057 8,236,660 9,642,592 9,642,592 8,790,732 9,642,592 10,934,249 10,891,349 500125 - COMPENSATED ABSENCES 404,140 395,618 446,645 446,645 336,323 446,645 473,942 473,942 500130 - OTHER SALARIES 26,005 25,714 33,197 33,197 21,495 33,197 33,638 33,638 500140 - OVERTIME 686,952 799,905 1,586,250 1,586,250 1,072,482 1,586,250 1,000,000 1,143,905 500144 - OVERTIME - HOLIDAY PAY 368,873 158,609 0 0 0 0 0 0 500150 - SPECIAL PAY - OFF DUTY 615,316 630,076 640,000 640,000 686,829 640,000 640,000 640,000 500151 - SPECIAL PAY - DIFFERENTIAL 168,401 198,847 200,000 200,000 157,279 200,000 200,000 200,000 500152 - SPECIAL PAY - INCENTIVE 102,411 113,034 97,500 97,500 106,115 97,500 115,000 115,000 500210 - FICA & MICA TAXES 861,386 933,074 1,152,877 1,152,877 979,038 1,152,877 1,229,284 1,237,011 500220 - RETIREMENT CONTRIBUTION 2,432,197 2,706,026 3,170,310 3,170,310 2,773,586 3,170,310 3,493,703 3,526,182 500230 - LIFE & HEALTH INSURANCE 1,681,723 1,969,034 2,526,150 2,526,150 2,226,171 2,526,150 2,901,139 2,901,139 PERSONNEL TOTAL 16,665,779 18,243,574 21,904,048 21,904,048 19,287,148 21,904,048 23,677,658 23,818,869 OPERATING 500310 - PROFESSIONAL SERVICES 65,188 31,190 30,100 30,100 22,428 30,100 26,850 26,850 500342 - CONT - SCHOOL CROSSING GUARDS 177,420 206,455 200,000 206,030 182,129 200,000 210,000 210,000 500343 - CONTR-SAFETY REDLIGHT CAMERAS 0 499,675 561,000 561,000 483,367 561,000 561,000 561,000 500350 - INVESTIGATIONS 394 25 1,500 1,500 455 1,500 6,500 6,500 500400 - TRAVEL & PER DIEM 44,034 39,709 40,000 33,970 25,164 40,000 40,000 40,000 500410 - COMMUNICATION & FREIGHT 19,322 19,864 24,800 24,800 16,288 24,800 24,800 24,800 500440 - RENTALS & LEASES 148,095 130,922 148,900 148,900 130,959 148,900 168,784 168,784 500460 - REPAIR & MAINT - OFFICE EQUIP 223,887 212,413 143,150 147,374 137,255 147,374 98,650 98,650 500470 - PRINTING & BINDING 7,307 7,357 8,000 8,000 4,331 8,000 8,000 8,000 500480 - PROMOTIONAL ACTIVITIES 6,156 5,028 4,000 4,000 3,149 4,000 7,500 7,500 500510 - OFFICE SUPPLIES 24,164 24,347 26,625 26,625 23,837 26,625 27,956 27,956 500520 - OPERATING SUPPLIES 328,210 220,051 241,100 242,700 166,966 242,700 308,650 434,749 500521 - OPERATING SUPPLIES - FUEL 13,371 14,045 18,000 18,000 15,455 18,000 18,000 18,000 500523 - OP SUPP - COMMUNITY SERVICES 56,036 56,388 65,000 65,000 59,178 65,000 68,150 68,150 500527 - OPERATING SUPPLIES - CRYWOLF A 24,106 24,808 25,358 25,358 24,671 25,358 25,358 25,358 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 52,988 45,828 68,780 68,780 59,917 68,780 112,125 119,625 OPERATING TOTAL 1,190,676 1,538,104 1,606,313 1,612,137 1,355,549 1,612,137 1,712,323 1,845,922 CAPITAL OUTLAY 500620 - CAPITAL - BUILDING 4,871,188 74,884 0 87,338 86,832 87,338 0 0 500640 - CAPITAL OUTLAY - OFFICE 239,727 197,096 59,700 74,526 66,262 74,526 102,356 102,356 500641 - CAPITAL OUTLAY - VEHICLES 623,232 576,687 220,394 596,105 460,539 475,105 246,027 246,027 500642 - DOJ BRYNE GRANT CAPITAL OUTLAY 16,633 0 0 0 0 0 0 0 500650 - CONSTRUCTION IN PROGRESS 0 0 0 1,026,590 988,696 1,026,590 0 0 CAPITAL OUTLAY TOTAL 5,750,780 848,667 280,094 1,784,560 1,602,329 1,663,560 348,383 348,383 Grand Total 23,607,235 20,630,345 23,790,455 25,300,745 22,245,027 25,179,745 25,738,364 26,013,174
CITY OF DORAL FY 2020 ADOPTED BUDGET 179 | P a g e
BUILDING DEPARTMENT
BUILDING DEPARTMENT FUNCTION
The Building Department is a professional, business-friendly organization committed to preserving the health, welfare, and safety of its residents, businesses, and the public, through effective and efficient administration and supervision of the Florida Building Code, Florida Statutes, and all local ordinances. This is accomplished by working together through open communication and cooperation with the community served. The Department is committed to providing quality services to all citizens through excellence in customer service, timely delivery, innovation, high level of professionalism, and continuous improvement. The Building Department believes that through education and cooperation, it can build positive working relationships within the building community, consumers, and citizens alike.
CITY OF DORAL FY 2020 ADOPTED BUDGET 180 | P a g e
BUILDING DEPARTMENT ACCOMPLISHMENTS FOR FY 2019
• The Department continues to be the lead for • The Department completed the installation the 2020 Development Services Software of an interactive Customer Survey Program implementation. The RFP was awarded early in the Solution Center which services all 2nd in the year and the contract was executed in floor departments and developed reporting the Spring. An anticipated kickoff date is methodologies with IT. expected in Fall 2019. • Interdepartmental and interagency meetings • HOA Outreach Program with Mayor & City and outreach workshops continued, allowing Manager’s Offices. for one-on-one discourse with entities like • The Department maintained auditing Miami-Dade Fire Rescue, DERM, DBPR and activities implemented because of The Doug the Department of Health, facilitating Williams’ Group Process Improvement dialogue across all departments and Study and the Mayor’s 2018 Building Task disciplines. Force Recommendations. • The 2019 Procedures and Processes Manual • The Department maintained the DoralQ (SOP) was completed and issued. lobby Management system. • Work has begun with Public Affairs for the • The Department updated and modified its ADA Awareness, Mobile Permitting, and Did internal and external dashboards to more You know…? video series. accurately reflect defined metrics and performance.
BUILDING DEPARTMENT ACTIVITY REPORT ACTUAL ACTUAL PROJECTED PROJECTED ACTIVITY 2016-17 2017-18 FY 2018-19 FY 2019-20 Permits Issued1 7,791 5,749 7,089 6,766 Plans Reviews Completed 34,008 22,991 23,145 22,092 Inspections Completed 54,622 33,035 44,997 42,950 Overall Revenue (All accounts)2 $ 6,420,937 $ 8,101,283 $ 6,937,158 $ 6,621,517.31 Overall Expenses (All accounts) $ 4,005,606 $ 3,715,534 $ 3,851,760 $ 4,530,298.00 1 - Permits issued includes Building, Electrical, Mechanical, Plumbing, Roofing, and Sign Master Permits 2 - Revenue includes amounts collected toward Building Technology Fund beginning in FY18
CITY OF DORAL FY 2020 ADOPTED BUDGET 181 | P a g e
BUILDING DEPARTMENT OBJECTIVES FOR FY 2020 • Control: Customer Service o 2020 Development Services Software o Work towards achieving efficiencies in Implementation (Electronic Application repetitive processes. Submittal & Electronic Plans Review o Refine policies and procedures with an Program across four departments). emphasis in Lean Management and o Continue Public Outreach Program Resource and Waste Reduction. including Building Safety Month o Evaluate value-add services that the Initiatives, Hurricane Fair Participation, Department can provide to customers. etc. o Analyze department layout to maximize o Provide Permit Application Submittal & efficacy of clerical and technical staff. Floodplain Management Workshops. This effort will be in association with • Maintain Employee Retention Program Management Partners consulting firm through training and certification. and City Manager’s office. • Transition key staff into leadership roles for a more effective and efficient department.
BUILDING DEPARTMENT STRATEGIC PRIORITIES
STRATEGIC BUDGET ASSOCIATED PRIORITIES FY 2019-20 COST SmartCity: Coordination, Management and Permitting System (with IT Dept) Implementation of new Development Services See IT Budget and funded by Bldg Tech Fund Software Continue hospitality programming for educational Communication: Public education & outreach $ 3,000.00 events (e.g. "Bagels with Building") TOTAL $ 3,000.00
CITY OF DORAL FY 2020 ADOPTED BUDGET 182 | P a g e
BUILDING DEPARTMENT BUDGET HIGHLIGHTS
• 110-230 Personnel Costs - For this fiscal Permitting Consultant’s Recommendations year the City will be converting all and Strategic Objectives of employees from a 37.5 to a 40-hour work “Communication” and “Organizational week. Additionally, there is a 1.5% cost of Efficiency” and “SmartCity” by providing living adjustment and an up to 2% merit rebranded materials in the Solution Center increase based on the individual’s and clarifying messaging across the performance evaluation. Health insurance development services departments. Items in rates have increase by 6% city-wide. The this category also maintain the city’s increase in the 140 Overtime account is participation in the Community Rating allocated toward programs and services that System (CRS) and National Flood Insurance are recoverable (user fee paid by customer) Program (NFIP). by the Department and for additional after- hours public outreach as part of the Mayor’s Strategic Planning Objectives. • 470 Printing & Binding – Increase for FY 20 is to meet Mayor’s Task Force Objectives,
CITY OF DORAL FY 2020 ADOPTED BUDGET 183 | P a g e
BUILDING DEPARTMENT BUDGET AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET AMENDED* ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries Building Official 1 1 1 1 1 1 $ 138,826 Administrative Salaries Total 1 1 1 1 1 1 $ 138,826 500.120 - Full Time Salaries Assistant Building Director 1 1 1 1 1 1 $ 115,705 Administrative Assistant 1 1 1 0 0 0 $ - Administrative Assistant II 0 0 0 1 1 1 $ 38,925 Administrative Coordinator 1 1 1 1 1 0 $ - Title changed for Administrative Coordinator & Capital Improvement Liaison 1 0 0 0 0 0 1 $ 69,854 Building Development Service Coord. 1 1 1 1 1 1 $ 61,439 Building Clerk 1 1 1 1 0 0 $ - Reclassed to Plans Processing Clerk II 2 0 0 0 0 1 1 $ 39,967 Building Records Clerk 2 2 2 1 2 2 $ 81,218 Building Records Manager 0 0 0 1 0 0 $ - Plans Processing Clerk I 2 2 2 1 1 1 $ 40,460 Flood Plain Assistant 0 0 0 1 1 1 $ 47,435 Permit Clerk 4 4 4 4 4 4 $ 152,722 Chief Building Inspector 1 1 1 1 1 1 $ 100,447 Flood Plain Manager 1 1 1 1 1 1 $ 87,649 Service Award 5 yr $ 730 Building Plans Examiner & Sr. Plans Examiner 2 0 0 0 0 0 $ - Building Inspector 4 5 5 5 5 5 $ 354,788 Service Award 5 yr $ 685 Chief Mechanical Inspector 1 1 1 1 1 1 $ 105,195 Mechanical Inspector 2 2 2 2 2 2 $ 145,899 Service Award 5 yr $ 637 Chief Plumbing Inspector 1 1 1 1 1 1 $ 105,195 Service Award 15 yr $ 7,890 Plumbing Inspector 3 2 2 2 2 2 $ 148,743 Service Award 5 yr $ 679 Plans Examiner 0 4 4 4 4 4 $ 313,279 Service Award 5 yr $ 637 Chief Electrical Inspector 1 1 1 1 1 1 $ 105,195 Electrical Inspector 2 2 2 2 2 2 $ 127,774 Lead Electrical Inspector 1 0 0 0 0 0 $ - Permitting Information Analyst I 1 1 1 0 0 0 $ - Solution Center Representative 1 1 1 1 1 1 $ 37,345 Structural Plans Examiner 3 2 2 2 2 1 1 $ 102,171 Full Time Salaries Total 36 37 37 36 35 35 $ 2,392,663 500.130 - Other Salaries Plans Examiners & Inspectors-P/T 2 1 1 1 1 1 $ 50,118 Structural Plans Examiner3 0 0 0 0 1 1 $ 77,236 Other Salaries Total 2 1 1 1 2 2 $ 127,354
Total 39 39 39 38 38 38 $ 2,658,843
1 Title Changed from Administrative Coordinator to Administrative Coordinator & Capital Improvement Liaison 2 FY 2018-19 RECLASSIFIED - Building Clerk to Plans Processing Clerk II 3 FY 2018-19 RECLASSIFIED -Structural Plans Examiner full time to part time
CITY OF DORAL FY 2020 ADOPTED BUDGET 184 | P a g e
0017000 - BUILDING
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 0017000 - BUILDING REVENUE 322100 - BUILDING PERMITS 6,768,270 6,551,616 5,900,000 5,900,000 312,921 6,800,000 5,900,000 5,900,000 329101 - OTHER FEES - BOILER FEES 31,813 26,984 33,000 33,000 2,195 27,386 33,000 33,000 329500 - CERTIFICATES OF OCCUPANCY 476,561 421,641 475,000 475,000 24,623 460,000 475,000 475,000 329600 - CONCURRENCY FEES 148,272 111,828 120,000 120,000 4,456 143,000 120,000 120,000 341302 - OPTIONAL PLAN REVIEW FEE 51,053 570 100,000 100,000 0 570 100,000 100,000 341303 - BUILDING TRAINING FEES 12,000 0 75,000 75,000 0 26,323 75,000 75,000 341902 - BLDG ADMINISTRATIVE FEES 188,323 132,681 132,000 132,000 7,556 136,000 132,000 132,000 341903 - BLDG RECORDS REQUEST 85,077 85,364 75,000 75,000 6,969 77,100 75,000 75,000 342901 - BLDG RECERT FEES 40-YR 5,700 15,160 10,000 10,000 860 11,000 10,000 10,000 359101 - FINES - PERMIT VIOLATIONS 0 0 0 0 0 0 0 0 369101 - BLDG MISC - OT RECOVERY 244,703 443,545 363,000 363,000 30,995 450,000 363,000 363,000 369102 - BLDG MISC - COPY SCAN FEES 90,511 102,125 90,000 90,000 6,021 100,000 90,000 90,000 0017000 - BUILDING REVENUE Total 8,102,282 7,891,512 7,373,000 7,373,000 396,596 8,231,379 7,373,000 7,373,000 Grand Total 8,102,282 7,891,512 7,373,000 7,373,000 396,596 8,231,379 7,373,000 7,373,000
CITY OF DORAL FY 2020 ADOPTED BUDGET 185 | P a g e
00170005 - BUILDING
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500111 - ADMINISTRATIVE SALARIES 122,947 128,078 138,826 138,826 10,108 129,801 138,826 138,826 500120 - FULL TIME SALARIES 2,062,825 2,074,612 2,392,664 2,392,664 156,057 2,232,880 2,392,664 2,392,664 500125 - COMPENSATED ABSENCES 35,992 40,075 93,659 93,659 0 125,451 93,659 93,659 500130 - OTHER SALARIES 83,198 127,832 127,354 127,354 10,754 48,215 127,354 127,354 500140 - OVERTIME 89,685 160,433 114,000 114,000 9,175 135,000 114,000 114,000 500143 - OVERTIME -BLDG OPTION PLAN REV 20,265 0 0 0 0 0 0 0 500210 - FICA & MICA TAXES 176,348 184,619 219,873 219,873 13,571 203,973 219,873 219,873 500220 - RETIREMENT CONTRIBUTION 259,857 261,353 311,693 311,693 19,940 282,617 311,693 311,693 500230 - LIFE & HEALTH INSURANCE 431,658 471,069 555,205 555,205 42,527 550,000 555,205 555,205 PERSONNEL TOTAL 3,282,775 3,448,070 3,953,274 3,953,274 262,133 3,707,937 3,953,274 3,953,274 OPERATING 500310 - PROFESSIONAL SERVICES 312,033 286,898 300,000 313,556 0 330,000 300,000 300,000 500400 - TRAVEL & PER DIEM 11,685 10,357 13,822 13,822 635 16,802 13,822 13,822 500410 - COMMUNICATION & FREIGHT 2,400 2,400 2,500 2,500 0 2,500 2,500 2,500 500460 - REPAIR & MAINT - OFFICE EQUIP 542 280 1,645 1,645 0 1,645 1,645 1,645 500461 - REPAIR & MAINT - VEHICLES 3,992 5,830 9,824 11,554 0 13,668 9,824 9,824 500470 - PRINTING & BINDING 5,016 4,997 11,550 11,550 0 7,325 11,550 11,550 500510 - OFFICE SUPPLIES 10,609 7,607 12,000 12,000 0 12,000 12,000 12,000 500520 - OPERATING SUPPLIES 19,768 13,010 25,000 25,000 0 29,791 25,000 25,000 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 5,333 9,213 9,597 9,597 0 13,739 9,597 9,597 500541 - DUES/SUBS./MEMBER./TRAINING 18,855 22,160 19,479 19,479 0 26,323 19,479 19,479 OPERATING TOTAL 390,232 362,751 405,417 420,703 635 453,793 405,417 405,417 CAPITAL OUTLAY 500640 - CAPITAL OUTLAY - OFFICE 2,449 499 0 0 0 3,500 0 0 500641 - CAPITAL OUTLAY - VEHICLES 40,078 176,973 0 0 0 178,746 0 0 CAPITAL OUTLAY TOTAL 42,527 177,472 0 0 0 182,246 0 0 Grand Total 3,715,534 3,988,292 4,358,691 4,373,977 262,768 4,343,976 4,358,691 4,358,691
CITY OF DORAL FY 2020 ADOPTED BUDGET 186 | P a g e
CODE COMPLIANCE DEPARTMENT
CODE COMPLIANCE FUNCTION
The Code Compliance Department enforces both City and County codes, sections of the Florida Building Code, and applicable State statutes throughout the City to ensure and protect the health, safety, and welfare of the community. The Department serves residential and commercial areas proactively to uniformly address code violations and also quickly responds to citizen requests for service. Emphasis is placed on developing and maintaining relationships with the community. The Department operates seven days a week, including holidays, and works to assist internal departments, as well as outside agencies with enforcement activities. The Department conducts community outreach activities on various topics and conducts campaigns in-and- around the City to educate commercial and residential property owners. It is also responsible for presenting non-compliant cases before quasi-judicial “Special Magistrate” hearings. The Department also performs code violation and lien search requests for properties located within the City. The Department is also responsible for reviewing and recommending changes to the City’s code of ordinances.
CITY OF DORAL FY 2020 ADOPTED BUDGET 187 | P a g e
CODE COMPLIANCE ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and status of current year budget initiatives that supports the City’s Strategic Goals.
• Planned and executed 10th Annual “Mayor’s Hurricane Safety Fair, and participating in Kids Citizens Government Academy” and and the Power of Work (KAPOW) series, continued with the addition of the second etc. Academy session towards the second half of • Continued to utilize a proactive Bike Patrol the year, all the while securing 18 food Unit that has been used in various capacities sponsorships from local businesses as a result. to educate and enforce the City Code of • Continued participation in the monthly Ordinances. “Mayor on the Move” town hall community • Increased the amount of both evening and meetings. early morning details and inspections to allow • Awarded eleven monthly “Keep Doral officers to be able to respond to service Beautiful” awards at Council Meetings. requests and other concerns outside of the • Developed stronger lines of communication established regular hours of operation. and levels of interaction with outside public • Implemented expanded hours of operation (8 agencies, such as the Miami Dade County pm) to provide code compliance officers the Office of Consumer Protection, State of ability to enforce the code during the early Florida Department of Health and DBPR, evening hours. State of Florida Department of Agriculture, • Continued to update Homeowners Miami Dade County DERM, Miami Dade Association (HOA) contact list to strengthen County Fire Prevention Division, and Miami email distribution list to further enhance Dade County Water and Sewer to assist in relationships with the communities. accomplishing the Department’s mission. • Continued assisting Economic Development • Department exceeded 24-hour response by participating in monthly “New Business time goal to service requests by responding to Start-up” workshops to help businesses. all calls for service in an average time of under • Continued to maintain, by use of a contractor, 4 hours. properties that are vacant and unattended. • Through a recently acquired short term • Continued assisting HOA’s and Property rental software vendor, the Department has Managers requests with neighborhood reduced the total number of advertised improvement inspections. listings by approximately 44%. • Continuing to assist Doral Police Department • Department has verified and initiated over with the collection of delinquent False Alarm 100 short-term rental and multi-family cases, accounts. which have resulted in the issuance of over 75 • Continuing enforcement efforts of 40-year citations totaling approximately $45,000. recertification cases in tandem with the • Developed new and continued community Building Department. outreach initiatives such as attending • Continued assisting the Building Department additional HOA meetings, coordinating the with resolving their backlog of Expired
CITY OF DORAL FY 2020 ADOPTED BUDGET 188 | P a g e
Building Permits. officers, supervisors, and administrative staff. • Continued enforcement of MOT-related • Department continued focus on stricter and work in the City during both morning and more visible enforcement in the community evening peak hours after effective date of by conducting joint details with/without Doral ordinance regulating issuance of MOT PD and conducting monthly weekend permits. residential sweeps related to work without a • Continued recognition of staff with the permit inspection. “Employee of the Quarter” award. • Implemented new foreclosed property • Several outreach-related campaigns, software, ProChamps, that assists the community engagement activities, and daily Department in ensuring that foreclosed aspects of field operations were showcased properties within City limits are being via the utilization of the City’s various social maintained by assigned service providers. media outlets. • Department began assisting the Parks • Completed an update to the Department’s Department in enforcing unauthorized policies and procedures to ensure personal trainers within City facilities, where consistency and maximize efficiency for numerous trainers were issued citations.
CODE COMPLIANCE ACTIVITY REPORT ACTUAL ACTUAL PROJECTED PROJECTED ACTIVITY 2016-17 2017-18 FY 2018-19 FY 2019-20 Inspections 20094 20089 19000 19750 SM Hearing Cases 221 231 309 250 Cases in Compliance 3960 3814 4315 4050 Lien Searches 1952 2439 2347 2246 Public Service Requests 796 861 733 800
CITY OF DORAL FY 2020 ADOPTED BUDGET 189 | P a g e
CODE COMPLIANCE OBJECTIVES FOR FY 2020
The following objectives were developed to provide a description of the anticipated accomplishments for this department as they relate to the City Council’s Budget Priorities and Strategic Goals which are indicated below.
• Develop initiatives, campaigns and compliance relations. measures with a focus on beautification and • Continue process of collection of outstanding aesthetic enhancements to private properties liens, some of which are more than five years citywide that improves the quality of place. old. • Incorporate online feature for payment of • Assist in improving collaboration and overall fines and administrative costs related to processes City-wide by implementing enforcement activities. development services software, which will be • Develop approach to managing large truck utilized by multiple departments. deliveries in commercial areas with short • Continue to reorganize the remaining driveways. Fingerlakes property owner associations in • Increase frequency of Keep Doral Beautiful order to complete roadway and drainage Business Award given throughout the year. repairs. • Review and recommend ordinances and • Assist Planning and Zoning Department in amendments with a concentration on quality reviewing and updating the City’s Land of place. Development Code, including an overhaul to • Incorporate a residential award, which the sign ordinance. recognizes HOA’s for continually promoting • Develop online feature for HOA ability to aesthetic excellence throughout the request Department presence at monthly community and enhances community HOA meetings.
CITY OF DORAL FY 2020 ADOPTED BUDGET 190 | P a g e
CODE COMPLIANCE BUDGET HIGHLIGHTS
• 110-230 Personnel Costs - For this fiscal • 461 Repairs & Maintenance - Vehicles – year the City will be converting all This line item decreased as fleet repairs are employees from a 37.5 to a 40-hour work being allocated in the Public Works week. Additionally, there is a 1.5% cost of Department – Fleet Maintenance Division living adjustment and an up to 2% merit Budget. increase based on the individual’s • 641 Capital Outlay - Vehicles – This line performance evaluation. Health insurance item decreased to reflect that no vehicles will rates have increase by 6% city-wide. be purchased by the Department during FY • 340 Contractual Services - This account 2020. decreased due to reduction of using City contractor for nuisance abatement.
CITY OF DORAL FY 2020 ADOPTED BUDGET 191 | P a g e
CODE COMPLIANCE DEPARTMENT BUDGET AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries Code Compliance Director 1 1 1 1 1 $ 133,206 Administrative Salaries Total 1 1 1 1 1 $ 133,206 500.120 - Full Time Salaries
Chief Code Compliance 1 1 0 0 0 $ - Assistant Code Compliance Director 0 0 1 1 1 $ 96,698 Service Award 5 yr $ 3,223 Code Compliance Field Supervisor 1 1 2 2 2 $ 143,944 AA/Special Magistrate Agenda Coord. 1 1 1 1 1 $ 50,142 Code Compliance Clerk 1 2 2 2 2 $ 81,703 Code Compliance Officer I, II, III 10 10 9 9 9 $ 479,311 Required Promo to II & III $ 20,000 Full Time Salaries Total 14 15 15 15 15 $ 875,021 500.130 - Other Salaries P-T Code Compliance Clerk 1 0 0 0 0 $ - P-T Code Compliance Clerical Aide (Best Buddy)2 1 1 0 0 0 $ - Other Salaries Total 2 1 0 0 0 $ -
Total 17 17 16 16 16 $ 1,008,227
0017100 - CODE COMPLIANCE
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 0017100 - CODE REVENUE 329800 - CODE DEFAULT PROPERTY FEES 0 46,200 (30,000) 30,000 13,600 45,000 30,000 30,000 341900 - LIEN SEARCH FEES 196,672 204,245 185,000 185,000 19,720 185,000 185,000 185,000 351100 - JUDGEMENTS & FINES 176,961 195,346 175,000 175,000 10,120 195,000 175,000 175,000 351900 - JUDGEMENTS & FINES-OTHER 0 0 0 0 0 0 0 0 359101 - FINES - PERMIT VIOLATIONS 267,022 180,752 150,000 150,000 11,071 175,000 150,000 150,000 0017100 - CODE REVENUE TOTAL 640,655 626,544 540,000 540,000 54,512 600,000 540,000 540,000 GRAND TOTAL 640,655 626,544 540,000 540,000 54,512 600,000 540,000 540,000
CITY OF DORAL FY 2020 ADOPTED BUDGET 192 | P a g e
00171005 - CODE COMPLIANCE
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500111 - ADMINISTRATIVE SALARIES 115,111 101,602 133,206 133,206 0 120,622 133,206 133,206 500120 - FULL TIME SALARIES 742,870 768,706 875,022 875,022 59,463 827,696 895,590 875,022 500125 - COMPENSATED ABSENCES 45,081 35,900 36,238 36,238 0 36,456 36,897 36,238 500130 - OTHER SALARIES 0 0 0 0 0 0 0 0 500140 - OVERTIME 19,820 18,104 22,500 22,500 2,099 20,000 22,500 22,500 500210 - FICA & MICA TAXES 69,658 69,059 82,413 82,413 4,601 77,846 84,036 82,413 500220 - RETIREMENT CONTRIBUTION 102,072 103,209 120,601 120,601 7,136 107,744 122,796 120,601 500230 - LIFE & HEALTH INSURANCE 135,136 157,731 183,728 183,728 16,013 160,762 195,579 183,728 PERSONNEL TOTAL 1,229,748 1,254,311 1,453,708 1,453,708 89,312 1,351,126 1,490,604 1,453,708 OPERATING 500340 - CONTRACTUAL SERVICES - OTHER 9,350 9,625 12,200 12,200 0 11,800 12,200 12,200 500400 - TRAVEL & PER DIEM 8,014 7,590 10,040 10,040 175 10,040 10,040 10,040 500410 - COMMUNICATION & FREIGHT 4,200 3,925 5,100 5,100 0 4,200 5,100 5,100 500461 - REPAIR & MAINT - VEHICLES 3,986 2,179 0 0 0 5,860 0 0 500470 - PRINTING & BINDING 5,680 5,449 5,900 5,900 0 5,900 5,900 5,900 500490 - OTHER CURRENT CHARGES 0 0 1,500 1,500 0 0 1,500 1,500 500510 - OFFICE SUPPLIES 2,988 2,790 3,000 3,000 0 3,000 3,000 3,000 500520 - OPERATING SUPPLIES 10,151 7,709 11,150 11,150 0 11,150 11,150 11,150 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 8,367 8,296 8,858 8,858 95 8,523 8,858 8,858 OPERATING TOTAL 52,736 47,563 57,748 57,748 270 60,473 57,748 57,748 CAPITAL OUTLAY 500640 - CAPITAL OUTLAY - OFFICE 0 0 0 0 0 0 0 0 500641 - CAPITAL OUTLAY - VEHICLES 43,670 38,672 0 0 0 38,672 0 0 CAPITAL OUTLAY TOTAL 43,670 38,672 0 0 0 38,672 0 0 Grand Total 1,326,153 1,340,546 1,511,456 1,511,456 89,582 1,450,271 1,548,352 1,511,456
CITY OF DORAL FY 2020 ADOPTED BUDGET 193 | P a g e
PUBLIC WORKS DEPARTMENT
PUBLIC WORKS FUNCTION
The Public Works Department’s (PWD) mission is to provide a safe and an aesthetically pleasing infrastructure for the residents, business owners, and visitors of the City of Doral. The PWD is responsible for the maintenance of the Public Right-of-Way, City Roads, Facilities, Beautification Projects, Stormwater Utility, and the management of Capital Improvement Projects (CIP). Furthermore, the Department oversees traffic and transportation operations, fleet maintenance, and sustainability efforts. The Department is also responsible for performing and monitoring many other duties in order to achieve the ultimate goal of providing exceptional public service.
CITY OF DORAL FY 2020 ADOPTED BUDGET 194 | P a g e
PUBLIC WORKS ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and status of current year budget initiatives that supports the City’s Strategic Goals.
Administration of the City of Doral as a Green Local • Managed and compiled Microsoft Dynamic Government Florida by the Florida Green Customer Service Request (311) to Building Coalition (FGBC). document all service requests received by the • Developed and partially implemented the Department. action items identified in the Climate Action • Continuously developed Standard Operation and Implementation Plan (CAP) that Procedures (SOP) of all the Department’s addresses the City’s strategic priorities: traffic main functions in order to standardize all congestion, energy usage, greenhouse gas Department processes. emissions, and reduce & diverge solid waste. • Coordinated and conducted at least four • Coordinated and collaborated with the Parks adopt-a-street events, which assisted City & Recreation Department to produce the operations with the removal of over five 2019 Earth Day / Art Walk event held on hundred pounds of garbage from the City’s Saturday, April 21, 2019. right-of-way. • Coordinated and produced the PWD • Managed and coordinated inventory of Signature Events: Arbor Day, Electronic subdivision improvement agreements and Recycling Drive, WE-LAB Workshop, bond inventory. Employee Sustainability Training Workshop, • Continuously provided updates to the four Adopt-a-Street’s events, 2019 National Webmaster to implement on the PWD Public Works Week Awareness Program, webpage. Hurricane Preparedness Fair, World • Odor Monitoring: On-going communication Environmental Day, Mosquito Abatement with Medley Landfill and the Resources Workshop, and others. Recovery Facility to review current • On-going process of obtaining the American operations in order to minimize odor Public Works Association (APWA) complaints. Monitored updates on the Odor Accreditation of the PWD operations. Monitoring Program and provided reports to • Continued the Million Orchid Project in the City Council of these updates. partnership with Fairchild Tropical Botanical • Completed the Air, Water, and Soil Test and Gardens and coordinated two additional Analysis as recommended by the Doral plantings at the Downtown Doral Park. Environmental Advisory Board. • Attended meetings and served as a liaison for • Managed City programs and initiatives that the City at the “100 Resilient Cities” under contributed to reach the City’s Green the Greater Miami and the Beaches’ Element goals. Resilience Challenge. Attended the South • Secured contract services through invitation Florida Regional Compact Summit. to bid (ITB) for the City Light Pole Banners. • Prepared and submitted the application for • Obtained re-certification at a Platinum Level the TREE City USA certification for the tenth
CITY OF DORAL FY 2020 ADOPTED BUDGET 195 | P a g e
consecutive year. to NW 88th Lane, NW 87th Lane from NW • Conducted Phase II of the Street Tree 115th Court to NW 114 Place, NW 115th Inventory to optimize the tree maintenance Place from NW 84th Street to NW 86th plan and project the budget needs for Street, NW 84th Street from NW 115th Place upcoming years. to NW 115th Court, NW 84th Ter. From • Prepared, submitted, and obtained a State NW 115th Place to NW 115th Court, NW Matching Grant in an amount of $17,500 for 86th Street from NW 115th Place to NW educational awareness program. 115th Court, NW 115th Court from NW • Developed and provided an educational 82th to NW 86th Street, NW 82nd Ter. From awareness program with State Grant Funding: NW 115th Court to NW 113th Court, NW Information and Education for Storm 113th Court from NW 82nd Street to NW Preparedness which was presented as part of 82nd Ter., NW 114th Pt. from NW 82nd the “Mayor on the Run” program to provide Street to NW 83th Way, NW 116th Avenue awareness of proper tree care to reduce from NW 82nd Street to NW 83 Way and damage to trees from hurricanes and tropical NW 84th Ter. from NW 115th Court to NW storms. 114th Court. • Completed Work Order No. 18-03 of the Construction & Public R/W Maintenance City’s Milling and Resurfacing Program which • Completed Work Order No. 17-06 of the consist of the segments along NW 27th Street City’s Milling and Resurfacing Program which from NW 82nd Avenue to NW 87th Avenue consist of the segments along NW 112th NW 28th Terrace from NW 102nd Avenue to Avenue from NW 82nd Street to NW 90th NW 97th Avenue, NW 104th Avenue from Street, NW 112th Court from NW 82nd NW 74th Street to NW 70th Street, NW Street to NW 112th Avenue, NW 86th Street 105th Avenue from NW 31st Terrace to NW from NW 107th Avenue to NW 109th 33rd Street and NW 98th Street from NW Avenue, NW 50th Street from NW 114th 28th Terrace to NW 25th Terrace. Avenue to NW 117th Avenue and NW 50th • Completed Work Order No. 18-04 of the Street from NW 109th Avenue to NW 112th City’s Milling and Resurfacing Program which Avenue. consist of the installation of stormwater • Completed Work Order No. 18-01 of the drainage infrastructure along NW 114th City’s Milling and Resurfacing Program which Avenue between NW 58th Street and NW consist of the segments along NW 109th 60th Street. Avenue from NW 86th Street to NW 90th • Completed Work Order No. 18-05 of the Street, NW 114th Avenue from S of NW 88th City’s Milling and Resurfacing Program which Street to NW 90th Street, NW 88th Street consist of the segments along NW 109th from NW 114 Avenue to NW 112th Avenue, Avenue from NW 27th Street to NW 30th NW 88th Street from NW 114th Place to Street, NW 84th Avenue from NW 54th NW 114th Avenue, NW 114th Place from Street to NW 56th Street and NW 56th NW 87th Lane to NW 88th Lane, NW 88th Street from NW 79th Avenue to NW 87th Lane from NW 115th Court to NW 114 Avenue. Place, NW 115th Court from NW 87th Lane • Completed Work Order No. 18-06 of the
CITY OF DORAL FY 2020 ADOPTED BUDGET 196 | P a g e
City’s Milling and Resurfacing Program which • Provided construction inspection for work consist of the sidewalk repair/replacement performed on the City’s roads and right-of- along NW 114th Avenue between NW 41st ways. Street and NW 58th Street, NW 112th • Continued with restoration of damaged Avenue between NW 50th Street and NW sidewalks identified throughout the City. 58th Street, NW 109th Avenue between NW • Continued restoration of landscaping on 50th Street and NW 58th Street, NW 78th median bullnoses and Monuments citywide. Street between NW 107th Court and NW • Continued with repairs of damaged signs and 112th Avenue. potholes. • Completed Work Order No. 18-07 of the • Continued with pressure cleaning and City’s Milling and Resurfacing Program which inspection of City bus shelters. consist of the “Do Not Block The Box” • Completed the construction of the Doral th pavement marking NW 79 Avenue at NW Divisional Emergency Operations Center st nd th 41 Street, NW 82 Avenue at NW 36 (EOC) at the Police Headquarters. th Street, NW 8400 Block at NW 36 Street, • Completed the construction of the Doral th th NW 87 Avenue at NW 13 Terrace, NW Glades Park at 7600 NW 98 Place. 87th Avenue at NW 1400 Block, NW 87th • Completed the construction of Police Avenue at NW 17th Street, NW 87th Avenue Headquarters lobby improvements. at NW 27th Street, NW 87th Avenue at NW • Completed the construction of the fuel pump 58th Street, NW 107th Avenue at NW 14th station canopy. Street and NW 107th Avenue at NW 17th • Completed the construction of the roadway Street. improvements project along NW 54th Street • Completed Work Order No. 19-01 of the from NW 87th Avenue to NW 79th Avenue. City’s Milling and Resurfacing Program which • Completed the construction of bus stop consist of the sidewalk repair/replacement shelters at locations identified in the Transit and milling and resurfacing along NW 114th Mobility Study. Avenue between NW 58th Street and NW • Completed the construction of Phase II of the 74th Street, and the milling and resurfacing of Vanderbilt Traffic Calming Improvements. NW 117th Avenue between NW 25th Street • Completed the construction of the Doral and approximately 600 north of the Boulevard median landscape improvements intersection. from the Florida Turnpike to NW 97th • Continued to provide tree permits and Avenue. respond to tree inquiries from internal and • Commenced and completed the construction external customers. of the new roadway connection along NW • Addressed all CRM’s and documented their 102nd Avenue from NW 66th Street to NW completion and prepared data for monthly 74th Street. reports. • Commenced the widening project along NW • Continued to provide landscape maintenance 82nd Avenue from NW 27th Street to NW of the City’s medians, traffic circles, and right- 33rd Street. of-ways. • Commenced the roadway widening project
CITY OF DORAL FY 2020 ADOPTED BUDGET 197 | P a g e
along NW 41st Street from NW 79th Avenue policy for purchasing, use, maintenance, and to NW 87th Avenue. disposal of City vehicles. • Commenced the construction of the NW • Creation of the Fleet Division. 74th Street Traffic Signals Improvements at • Purchase of an air/vacuum machine to be NW 97th Avenue and at NW 102nd Avenue. installed on a police station and City Hall • Commenced the construction of the parking garage. Citywide Sidewalk Improvements Project. • Implemented a fleet maintenance software to • Commenced the construction of the City track vehicle maintenance and improve marquee signs. efficiency. • Implemented an automatic fuel gauge system Facilities Maintenance to improve efficiency and safety when • Provided Building Maintenance, Janitorial and measuring the City’s fuel tank capacity. Mailroom services to all City Facilities. • Replaced fuel dispensers to reduce • Extended maintenance services to the new maintenance cost. Police & Community Services location. • Developed SOP to correct fleet maintenance • Ensured that all Life Safety systems for the procedures and promote cost-efficient Government Center and the Police Building operations. Facilities are properly maintained. • Continued developing SOP for the Engineering Government Center and Police Facilities for • Prepared and maintained all records related all operating and maintenance equipment. to the permitting process including, but not • Completed Government Center limited to, establishing computerized records, Improvements on 3rd and 1st floor. filing, and scheduling of inspection requests. • Implemented Planned Maintenance system. • Prepared and maintained all records related • Assisted in the design and development of the to plans review, site plan review, and traffic City of Doral EOC. studies for the permitting process including, • Commenced and completed the but not limited to, establishing computerized refurbishment of the Government Center AC records and filing. system. • Continued the tracking and log of all • Commenced the construction of the City Maintenance of Traffic (MOT) permits Attorney’s Office improvements. submitted to the PWD. • Initiated the permitting and tracking of the Fleet Maintenance City’s new Construction Management Plan. • Consolidated all City vehicles maintenance • Took over the City’s Platting review and related expenses into fleet maintenance approval process as per the City’s current account. ordinance. • Established the fleet maintenance facility and • Initiated creation of an Amnesty Program in purchased all related equipment. order to address expired Public Works • Created and established a City-wide vehicle permits.
CITY OF DORAL FY 2020 ADOPTED BUDGET 198 | P a g e
PUBLIC WORKS DEPARTMENT ACTIVITY REPORT
ACTUAL ACTUAL ACTUAL PROJECTED PROJECTED ACTIVITY FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Administration Customer Service (Front desk assistance) 577 1,642 1,642 1,816 1,874 Phone Calls 7,768 5,862 5,530 4,437 3,851 Service Requests (CRM) 1,450 1,447 1,469 1,634 1,704 Finance- Receiving reports 1,693 1,390 2,408 2,604 3,348 Finance- Purchase Order Requests 498 354 370 580 661 Construction & R/W Maint. Division Debris Pick-up (tons) 176 200 185 205 215 Signs Repairs 730 725 1,087 804 951 Potholes Repairs 168 173 193 83 75 Landscape (instances of mowing, trees, branches, etc.) 5,052 5,703 5,411 5,483 5,500 Graffiti 86 94 102 11 15 Sidewalk (construction and replacement)(sq.ft.) 15,024 9,167 20,856 38,548 104,106 Miles of Road Resurfaced 7 3 8 5 12 Facilities Maintenance Division Facilities Maintenance Service Requests 343 1,968 2,697 3,907 4,796 Event Setup - Government Center 102 612 708 658 705 Engineering Division Site Plans Reviews 168 114 112 165 181 Permitting Plans Reviews 1,481 684 671 601 625 PW Inspections Performed 4,056 2,298 1,605 2,176 2,177 MOT Permit Reviews N/A 205 525 413 589 CMP Permit Reviews N/A N/A N/A 15 30 Platting Review N/A N/A N/A N/A 15 Stormwater Utility Division Debris removed from Canals (bags) 372 684 818 362 299 Miles of Road swept 5,405 5,928 5,665 5,793 5,660 Inlets / Manholes Cleaned 1,597 1,595 1,457 2,367 2,578 Linear feet pipe 111,637 92,764 98,849 91,919 93,666 Transportation Division Doral Trolley Ridership 556,748 615,949 705,000 790,000 877,701 Traffic Studies Reviews 40 26 25 27 25
CITY OF DORAL FY 2020 ADOPTED BUDGET 199 | P a g e
PUBLIC WORKS OBJECTIVES FOR FY 2020
The following objectives were developed to provide a description of the anticipated accomplishments for the Department as it relates to the City Council’s Budget Priorities and Strategic Goals which are indicated below.
Administration • Continue to explore the possibility of creating • Continue to process all service requests, a Sustainability Division within the Public document and ensure follow through for Works Department which will include a completion or delegation to the correct Sustainability Programs Manager that will be responsible agency. dedicated to perform professional work • Continue to create Standard Operation involved with planning, execution and Procedures (SOP) for all main functions of the coordination of activities related to Department in order to standardize environmental programs, and seek grants to department processes as required for the implement and maintain green initiatives and American Public Works Association (APWA) programs. Accreditation. • Coordinate and execute all PWD Signature Construction & Public R/W Maintenance events: Arbor Day, Earth Day, National Public • Complete the construction of bus shelters at Works Week, Recycling Workshops, identified locations throughout the City. Electronic Recycling Drives, Doral Trolley • Continue with the City’s road resurfacing plan marketing events, conservations workshops, and restoration of damaged sidewalks as per and others. the City’s Pavement Rehabilitation Master • Continue to provide updates to the City’s Plan update. webmaster to showcase on the PWD • Continue the City’s Tree webpage. Planting/Maintenance plan. • Continue to process all Department • Continue to provide maintenance of the accounting responsibilities in order to ensure City’s and other roads and rights-of-way. continuity of the PWD operations and • Continue to provide Landscape Maintenance services. of the City’s medians and rights-of-way. • Conduct quarterly inventories of bonds and • Provide construction inspection for work subdivision improvement agreements. performed on the City’s roads and rights-of- • Work with all City Departments to develop way. and implement their sustainability goals as per • Complete the widening project along NW the City’s Green Element. 82nd Avenue between NW 27th Street and • Seek and obtain grant funding to implement NW 33rd Street. additional sustainable practices in all City • Complete the widening project along NW operations. 41st Street between NW 79th Avenue and • Seek and obtain grant funding to implement NW 87th Avenue. additional tree maintenance programs. • Commence construction of Doral Boulevard
CITY OF DORAL FY 2019 ADOPTED BUDGET 200 | P a g e
Entry Features at the SR 826 / Palmetto • Complete the construction of the City Expressway Interchange. Attorney’s Office improvements. • Continue restoration of landscaping on medians bullnoses Citywide. Fleet Maintenance • Complete the construction of Traffic Signal • Establish fleet maintenance services in house Improvements at the intersections along NW to improve preventive maintenance, reduce 74th Street at NW 102nd Avenue and at NW cost and provide a faster, more effective 97th Avenue. service. • Complete the construction of the Citywide • Bring mechanics as in-house employees. Sidewalk Improvements Project. • Purchase the City’s fleet first electric vehicle. • Complete the construction of the City • Develop a study to bring trolley maintenance marquee signs. in-house.
Facilities Maintenance Engineering • Provide Building Maintenance, Janitorial and • Complete the design and permitting for the Mailroom services to all City Facilities. Doral Boulevard Median Landscape • Continue providing Maintenance Services to Improvements from NW 97th Avenue to SR the new Police Expansion areas, the Public 826 / Palmetto Expressway Interchange. Works Warehouse, Government Center, • Complete the design and permitting for the Police Training Center, and Police & Intersection Improvements (new traffic signal) Community Services (satellite office). at the intersection of NW 112th / 114th • Ensure that all Life Safety systems for the all Avenue and NW 82nd Street. facilities are properly maintained. • Continue with the City’s roadway resurfacing • Continue developing SOP for the outlined in the updated Five-Year Resurfacing Government Center and Police Facilities for Master Plan. all operating and maintenance equipment. • Commence with creating the RFP for • Develop new SOP for Police Training and advertisement of a new Five-Year Resurfacing Community Center. Master Plan (2021). • Continue to develop staff’s abilities through • Complete the design and initiate the hands on training, and by attending construction of the Entry Features at the recommended update skill training courses. Doral Boulevard / SR 826 interchange. • Continue to manage and provide preventive • Initiate the design and construction of the maintenance for the City’s vehicle fueling intersection improvements outlined in the station at the Police Facility. Transportation Master Plan Update. • Improve Government Center and Parking • Begin to review Platting submittals with staff Garage infrastructure and security. in order to increase revenue stream. • Design improvement projects for the • Complete the design and permitting for the Government Center and Parking Garage. intersection improvements recommended in • Construction and installation of exterior new the NW 112th Avenue / NW 114th Avenue lighting technology at Government Center. One-Way Study at the intersections along
CITY OF DORAL FY 2019 ADOPTED BUDGET 201 | P a g e
NW 112th Avenue at NW 58th Street, at continuation of NW 112 Avenue between NW 50th Street, and at NW 41st Street; and NW 34 Street and NW 41 Street. along NW 114th Avenue at NW 58th Street • Complete the design and permitting of traffic and at NW 41st Street. calming improvements in Section 7. • Initiate the design and permitting for the • Complete the feasibility study and concept roadway improvements on NW 114 Avenue design for implementation of sidewalks between NW 34 Street and NW 39 Street. throughout the Vanderbilt Park community. • Initiate the design and permitting for 10 new • Complete the design for the Downtown trolley shelters citywide for construction in Doral Boulevard Trolley Shelters to adhere to FY 2020-21. the Beautification Master Plan. • Initiate the Land Acquisition for the
CITY OF DORAL FY 2019 ADOPTED BUDGET 202 | P a g e
PUBLIC WORKS DEPARTMENT STRATEGIC PRIORITIES
STRATEGIC BUDGET ASSOCIATED PRIORITIES FY 2019-20 COST Capital / Transportation Fund Milling and resurfacing plan $ 300,000.00 Intersection Improvements: NW 82 Street at NW $ 2,300,000.00 112/114 Avenue (New Signals) Citywide Traffic Calming Improvements $ 150,000.00
Section 7 Traffic Calming Improvements $ 200,000.00
Capital / People's Transportation Plan Milling and resurfacing plan $ 186,000.00 (PTP) Fund Experience Quality of Life - Mobility / Trolley Operation & Maintenance $ 1,000,000.00 Transportation Fund Experience Quality of Life - Mobility / People's Transportation Plan (PTP) Trolley Operation & Maintenance $ 1,657,222.00 Fund Experience Quality of Life - Mobility / People's Transportation Plan (PTP) Freebee $ 300,000.00 Fund Financial Planning / Transportation Parking Authority Implementation $ 200,000.00 Fund Facilities / Capital Improvement Fund Parking Garage Repairs $ 250,000.00 Parking Garage Storage Area Construction $ 100,000.00 Government Center Security Improvements $ 50,000.00 Sustainability / Stormwater Fund Catch Basin Maintenance Program $ 550,000.00 Street Sweeping $ 115,000.00 Canal Maintenance $ 425,000.00 Geo-Cell Web Cells Maintenance Program $ 50,000.00 Floating Debris Removal $ 45,000.00 Capital / Stormwater Fund 5-Year Capital Improvement Plan SW Master Plan $ 170,000.00 Stormwater Improvements $ 1,500,000.00 Stormwater Improvements: NW 112 Ave. (NW 25 St- NW 34 St) & NW 27 St (NW 112 Ave-NW 109 $ 220,000.00 Ave) TOTAL $ 9,768,222.00
CITY OF DORAL FY 2019 ADOPTED BUDGET 203 | P a g e
PUBLIC WORKS BUDGET HIGHLIGHTS
• 110-230 Personnel Costs - For this fiscal year • 346 Contractual Services - Fleet the City will be converting all employees from Maintenance – This account was decreased a 37.5 to a 40-hour work week. Additionally, in comparison to the previous Fiscal Year as a there is a 1.5% cost of living adjustment and an result of the incorporation of three (3) in- up to 2% merit increase based on the house Auto Maintenance Technicians in order individual’s performance evaluation. Health to improve and provide a more efficient fleet insurance rates have increase by 6% city-wide. maintenance service. In addition, three (3) Auto Maintenance • 400 Travel & Per Diem - This account was Technician positions were added to the increased in comparison to the previous Fiscal budget. Year as a result of the American Public Works • 310 Professional Services - This account was Association (APWA) Accreditation decreased in comparison to the previous Workshop required for the Department’s Fiscal Year as a result of the completion of the APWA Accreditation. 3rd Year of the Million Orchid Program, the • 440 Rental & Leases - This account was completion of Phase II of the 3-Phased Street increased in comparison to the previous Fiscal Tree Inventory Program, and a reduction in Year as a result of additional funding requested the Sustainability Program in order to provide to cover the cost of miscellaneous HVAC time to analyze the strategies currently rentals. identified in the Climate Action Plan (CAP) • 520 Operating Supplies - This account was that could be feasible for City implementation. increased in comparison to the previous Fiscal • 340 Other Contractual Services - This Year as a result of additional funding requested account was increased in comparison to the for Facilities Maintenance Supplies in order to previous Fiscal Year as a result of the new address current need. Custodial Services Contract, and an increase in the Right-of-Way Swale/Median Landscape Maintenance line item to provide landscape services to newly landscaped areas.
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• 522 Repairs and Maintenance – Vehicles - Works Association (APWA). The account This account was increased in comparison to also includes the TOBY Awards and the previous Fiscal Year as a result of actual conferences, and an aerial lift certification fuel expenditures and anticipated increase in required for employees to operate a bucket fuel cost. truck that the Department will purchase. • 540 Books, Publications, Subscriptions and • 641 Capital Outlay – Vehicles – This Memberships – This account was increased account was decreased in comparison to the in comparison to the previous Fiscal Year as a previous Fiscal Year as no vehicles are result of the growth of the Public Works scheduled to be purchased from the Public Department of the City’s population, and the Works General Fund. dues associated with the American Public
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PUBLIC WORKS DEPARTMENT BUDGET AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET AMENDED* ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries Public Works Director 1 1 1 1 1 1 $ 143,388 Administrative Salaries Total 1 1 1 1 1 1 $ 143,388 500.120 - Full Time Salaries Assistant Public Works Director/ Chief of Construction 1 1 1 1 1 0 $ - Title changed to Assistant Public Works Director/ Chief of 1 $ 128,456 Engineeering Chief of Engineering 1 1 1 1 1 0 $ - Title changed to Chief of Construction 0 0 0 0 0 1 $ 97,498 Administrative Assistant 1 1 1 1 1 1 $ 41,504 Service Award 5 yr $ 346 Facility Manager 1 1 1 1 1 1 $ 76,571 Capital Improvement Manager1 1 1 1 1 1 0 $ - Facility Maintenance Technician 2 2 4 4 5 5 $ 189,872 Facility Maintenance Tech Assistant2 1 1 1 1 0 0 $ - Foreman/ Crew Supervisor 1 0 0 0 0 0 $ - Superintendant of Streets 0 1 1 1 1 1 $ 67,892 Project Engineer 0 1 1 1 1 1 $ 72,417 Project Inspector 2 2 2 2 2 2 $ 122,912 General Services Admin. 1 1 1 0 0 0 $ - GSA/PW Project Coordinator 0 0 0 1 1 1 $ 78,452 Permit Clerk 2 1 1 1 1 1 $ 34,598 Accounting Clerk/ Permit Clerk 0 1 1 1 1 1 $ 39,246 Crew Supervisor 2 2 2 2 2 2 $ 94,400 Fleet Maintenance Supervisor 0 1 1 1 1 1 $ 60,462 NEW - Auto Maintenance Technician 0 0 0 0 0 3 $ 115,629 Laborers 9 9 9 11 11 11 $ 336,653 Service Award 5 yr $ 279 Facility Maintenance Foreman 0 0 0 1 1 1 $ 41,860 Janitor 2 2 2 2 2 2 $ 62,662 Full Time Salaries Total 27 29 31 34 34 36 $ 1,661,708 500.130 - Other Salaries Project Engineer 1 0 0 0 0 0 $ - P/T Mail Clerk 0 0 1 1 1 1 $ 24,370 Plans Examiner Part Time 1 1 1 1 1 1 $ 53,210 Other Salaries Total 2 1 2 2 2 2 $ 77,580 TOTAL 30 31 34 37 37 39 $ 1,882,676
* AMENDED FY 2018-19 - This column reflects any mid-year change to budgeted positions 1 FY 2019-20 TRANSFERRED - Capital Improvements Manager to Park G.O. Bond Series 2019 Capital Project Fund 303 2 FY 2018-19 RECLASSIFIED - Facility Maintenance Technician Assistant to Facility Maintenance Technician
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0018000 - PUBLIC WORKS
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 0018000 - PUBLIC WORKS REVENUE 313700 - FRANCHISE FEES - SOLID WASTE 1,357,908 1,236,835 1,200,000 1,200,000 112,489 1,227,000 1,200,000 1,200,000 313900 - FRANCHISE FEES - BUS BENCH ADS 21,895 15,500 22,000 22,000 0 22,000 22,000 22,000 329700 - PUBLIC WORKS PERMITS 255,249 142,971 215,000 215,000 12,850 141,000 215,000 215,000 337500 - GRANT 10,000 24,359 0 0 0 24,359 0 0 337701 - GRANT - FORESTRY 12,500 0 0 0 0 0 0 0 0018000 - PUBLIC WORKS REVENUE TOTAL 1,657,552 1,419,665 1,437,000 1,437,000 125,339 1,414,359 1,437,000 1,437,000 GRAND TOTAL 1,657,552 1,419,665 1,437,000 1,437,000 125,339 1,414,359 1,437,000 1,437,000
CITY OF DORAL FY 2019 ADOPTED BUDGET 207 | P a g e
00180005 - PUBLIC WORKS
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500111 - ADMINISTRATIVE SALARIES 128,080 113,322 143,388 143,388 10,406 110,000 119,581 143,388 500120 - FULL TIME SALARIES 1,242,911 1,416,645 1,661,709 1,661,709 96,238 1,526,103 1,648,816 1,661,709 500125 - COMPENSATED ABSENCES 26,127 45,506 65,066 65,066 146 63,461 63,742 65,066 500130 - OTHER SALARIES 63,634 67,291 77,580 77,580 5,389 74,238 77,580 77,580 500140 - OVERTIME 5,246 7,650 5,000 5,000 386 5,000 5,000 5,000 500210 - FICA & MICA TAXES 106,281 120,028 149,972 149,972 8,197 138,396 147,062 149,972 500220 - RETIREMENT CONTRIBUTION 163,000 182,033 216,538 216,538 12,797 197,999 212,134 216,538 500230 - LIFE & HEALTH INSURANCE 403,293 416,069 492,760 492,760 41,283 497,051 492,044 492,760 PERSONNEL TOTAL 2,138,571 2,368,544 2,812,013 2,812,013 174,842 2,612,248 2,765,959 2,812,013 OPERATING 500310 - PROFESSIONAL SERVICES 173,176 170,764 145,000 260,072 4,376 309,656 145,000 145,000 500340 - CONTRACTUAL SERVICES - OTHER 682,225 511,959 567,600 588,365 0 557,459 567,600 567,600 500346 - CONTRACTUAL SERV-FLEET MAINT 0 180,183 189,930 195,556 140 299,957 189,930 189,930 500400 - TRAVEL & PER DIEM 11,104 13,450 14,095 14,095 435 12,695 14,095 14,095 500410 - COMMUNICATION & FREIGHT 2,400 2,469 2,650 2,650 256 2,650 2,650 2,650 500430 - UTILITY SERVICES 118,462 154,955 169,660 169,660 0 145,706 169,660 169,660 500440 - RENTALS & LEASES 11,678 11,383 20,000 20,000 0 14,053 20,000 20,000 500460 - REPAIR & MAINT - OFFICE EQUIP 254,190 263,170 219,500 219,500 0 219,500 219,500 219,500 500461 - REPAIR & MAINT - VEHICLES 10,860 0 0 0 0 0 0 0 500470 - PRINTING & BINDING 482 143 1,000 1,000 0 1,000 1,000 1,000 500480 - PROMOTIONAL ACTIVITIES 306 978 1,000 1,000 0 1,000 1,000 1,000 500490 - OTHER CURRENT CHARGES 21,240 16,085 0 0 0 16,086 0 0 500510 - OFFICE SUPPLIES 3,570 2,490 4,000 4,000 0 3,717 4,000 4,000 500520 - OPERATING SUPPLIES 232,094 164,586 213,600 218,607 169 193,500 213,600 213,600 500522 - OPERATING SUPPLIES - VEHICLES 401,088 428,614 450,000 450,000 0 399,993 450,000 450,000 500530 - ROAD MATERIAL SUPPLIES 24,590 11,858 15,000 15,000 0 14,878 15,000 15,000 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 19,410 21,616 22,630 22,630 0 25,000 22,630 22,630 OPERATING TOTAL 1,966,877 1,954,702 2,035,665 2,182,136 5,376 2,216,849 2,035,665 2,035,665 CAPITAL OUTLAY 500610 - CAPITAL - LAND 0 0 0 500,000 0 0 0 0 500620 - CAPITAL - BUILDING 0 12,372 0 0 0 12,406 0 0 500631 - IMPRV - STREET BEAUTIFICATIONS 146,452 135,314 0 936 0 153,548 0 0 500633 - IMPRV - STREET 248,819 20,521 0 3,988,076 0 4,104,758 0 0 500640 - CAPITAL OUTLAY - OFFICE 152,874 57,770 13,600 138,296 0 140,866 13,600 13,600 500641 - CAPITAL OUTLAY - VEHICLES 164,853 87,790 0 35,578 0 123,618 0 0 500650 - CONSTRUCTION IN PROGRESS 209,912 37,176 85,000 469,951 0 306,293 85,000 85,000 CAPITAL OUTLAY TOTAL 922,910 350,944 98,600 5,132,836 0 4,841,488 98,600 98,600 Grand Total 5,028,357 4,674,190 4,946,278 10,126,985 180,218 9,670,585 4,900,224 4,946,278
CITY OF DORAL FY 2019 ADOPTED BUDGET 208 | P a g e
PARKS AND RECREATION DEPARTMENT
PARKS AND RECREATION FUNCTION
The Parks and Recreation Department improves quality of life by providing facilities, services, and programs that meet emotional, social, and physical needs. The Parks & Recreation Department operates and maintains seven parks, with an eighth park opening early August 2019. Currently, the City’s parks receive over 1,000,000 visitors a year. The parks provide a great variety of amenities for every age and lifestyle including: two community centers, lighted artificial sports fields, indoor/outdoor basketball courts, tennis courts, volleyball courts, bikeways, jogging trails, exercise stations, batting cages, shaded playgrounds, dog-friendly off-leash areas and covered pavilions/picnic tables available for party rentals, to name a few. Parks offer clean, safe and secure facilities for patrons to play, and natural areas for everyone to enjoy. The Department also plans, organizes and coordinates over 20 city-wide special events with attendance ranging anywhere between 8,000 – 30,000 patrons per event. It also offers over 15 cultural events throughout the year with attendance ranging between 30 participants for the art workshops and 200-2,000 patrons for the larger cultural events.
CITY OF DORAL FY 2019 ADOPTED BUDGET 209 | P a g e
PARKS & RECREATION REGION MAP
CITY OF DORAL FY 2019 ADOPTED BUDGET 210 | P a g e
PARKS AND RECREATION ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and status of current year budget initiatives that supports the City’s Strategic Goals.
Facilities Celebration and Holiday Lights & Ice) by implementing a cost for parking ($5) inside • Executed new grounds maintenance of Doral Central Park. agreements for City parks and bikeways. o Independence Day Celebration = o Separated common areas and turf $3,239.13 management for improved services. o Holiday Lights & Ice = $2,198.55 o Implemented new turf management • Hosted our first Milk & Cookies story time programs on athletic fields at Doral with Santa and Mrs. Claus during Park & Meadow Park and Doral Legacy Park. Tree Lighting Celebration to replace • Executed a new agreement for holding tank Breakfast with Santa. It was a very cleaning at Doral Central Park. successful activity at the event. • Executed a new agreement for concession • Hosted our first Light Your Bike Night, services at City parks. which was very well received by the • Began implementing recommendations community. from ADA assessment of City parks. • Successfully transitioned the Dr. Seuss’ • Coordinated with Public Works to improve Birthday event to the Dr. Seuss’ Storytime preventative maintenance of all air that included three-hour long sessions conditioning systems at City parks. focusing on the importance of reading. • Replaced three (3) air conditioning units at • Worked with local vendors and sponsors to Morgan Levy Park. increase the amount of Art After Dark Events Workshops offered from six workshops to twelve workshops. • Achieved a 100% satisfaction rate on all • Events Aide began visiting local businesses signature special events: and schools on a monthly basis to increase o Independence Day Celebration (2018) our email database for promotion of events o Holiday Lights & Ice to increase the attendance of small-scale o Camping Under the Stars events. o Play Day o Dr. Seuss’ Birthday Sports o EGGstravaganza o Art After Dark Workshop Series • Increased participation in Broncos Tackle (Cultural) Football program from 3 teams in 2017 to o Art of Music Concert Series (Cultural) 4 teams in 2018. Participation also increased • Collected additional revenue at our 29% (82 players in 2017 and 106 players in signature events (Independence Day 2018).
CITY OF DORAL FY 2019 ADOPTED BUDGET 211 | P a g e
• Enhanced the Department’s adult volunteer • Improved the payment and record keeping background check process; including strictly process for Program Providers. enforcing City provided ID badges for all • Introduced a Fencing program at Doral approved adult volunteers be worn at all Legacy Park Community Center for the times while at the park. first-time. • Exceeded 90% user satisfaction rate in all o 10 registered participants competed in youth sports programs. the first fencing tournament. • Archery classes offered increased by 50% in • Free Anti-Bullying Program was offered FY 18-19, from previous year. There are once a week in Fall of 2019 with consistent now four 4-week sessions offered for attendance exceeding 20 participants per Youth, Teen and Adult Classes and two week. Adult Advanced classes throughout the • As of June 2019, Recreation Program year. registration numbers have grown 36% from • Implemented adult co-ed flag football & last fiscal year. adult co-ed kickball sports leagues to • Received a 99% satisfaction rate for all increase the adult sports offerings. recreation programs. • Partnered with the Miami Dolphins to host • Winter Camp Registrations grew by 15% the Dolphins Jr. Football Camp for the and Spring Camp Registrations grew by second year in a row at Doral Legacy Park. 26%, both with a satisfaction survey of • Continued to offer “Practice with the Pros” 100%. to increase football interest in the • Teacher Planning Day Camps attendance community, serving on average 25 increased by 68% from previous year. participants per session. • For the first time ever, Doral had two • Implemented Broncos Cheerleading pre- Soccer Providers. season conditioning clinics for the 2019 o Doral Soccer Club had over 500 season with an average of 35 participants registered participants with a per session. satisfaction of 90%. • 21% of the 32 volunteer coaches for Youth o Juventus Doral had over 300 Basketball League Spring 2019 were new registered with a satisfaction of 87.5%. volunteer coaches. • The Students in Action Program, for high • 61% of the 260 participants in the Spring school volunteers increased the participant 2019 Youth Basketball League were new base by 32%. from the 2018 Spring Season. • A Virtual Orientation program was implemented in order to expedite the Programs process to allow volunteers to begin • Implemented a new Quarterly Evaluation participating while maintaining required Assessment for program providers and will semi-annual in-person orientations. incorporate the process in all new • Offered a wide range of Teen events agreements. including; ping pong and basketball, non- competitive recreation like art after dark,
CITY OF DORAL FY 2019 ADOPTED BUDGET 212 | P a g e
video game nights, soccer sticker o Medaled in Individual Skills in Soccer, exchanges, karaoke with RockStar101, and Basketball, and Softball. a valuable free Safe Driving Workshop in • Continued the Special Needs Summer partnership with AAA insurance and Doral Camp for its 5th year straight. Police Department. • Established a new wellness program for our special needs participants called the Senior Programs Sunburst Wellness Program. • Started a new Wellness and Martial Arts The Silver Club is extremely important and Program at Doral Legacy Park. beneficial for the senior population in the • Created new social activities/events for our community. It provides them a place and a club participants. that offers social and educational events and • Offered a two-week tennis camp. companionship for the senior citizens.
• Silver Club attendance in activities Sponsorship increased by 10%. • Increased capacity in 50% of trips and Sponsorship is important not only for the City activities, allowing more seniors to enjoy but also for the businesses in the community. and participate by renting an additional bus. Obtaining sponsorship helps the City offset the • Exceeded 90% satisfaction rate for all cost of an event/activity by collecting revenue. activities. However, it also allows the City to develop • Exceeded 900 Registered Silver Club strong partnerships with local businesses that Members, a 12.5% increase from last year. make the community aware of businesses and • Introduced a new Chair Yoga Program. services in the area and benefit the City by • Added additional Seminars and Luncheons establishing multi-event sponsorships. throughout the Fiscal Year. • Increased number of sponsors per event by • Offered two safe driving courses in an average of 5% (at Signature events). partnership with AAA. • Established sponsorship opportunities for • Partnership with AARP for Senior Special Needs, Silver Club and Sports Employment Program. Programs. Special Needs Programs • Secured Presenting Sponsors for the Our Special Needs Programs are vital and Independence Day Celebration. beneficial for our special needs population in the • Established one (1) new opportunity for community. Our program is structured to instill presenting sponsorship opportunities. confidence, develop social and life skills, increase • Created sponsorship packages with (5) attention span, and improve fine and gross motor different businesses. abilities. Other • Special Olympics Program medaled in Team Soccer, Golf, Bowling and Softball. • The Parks Bond was passed in the November 2018 election. This $150 million
CITY OF DORAL FY 2019 ADOPTED BUDGET 213 | P a g e
bond will allow for improvements to offered at different parks to encourage the existing parks and new parks to be community to live a healthy lifestyle. developed, especially Doral Central Park o Wellness Wednesdays occurring each which will hold the City’s first aquatic facility month offered a variety of fitness and a 70,000 sq. ft. community center along classes and had a 20% increase in total with many other amenities. participation from FY 17-18. • Completed updating a draft version of the o Offered 8 new health seminars in FY department’s Policies & Procedures Manual 18-19 with an average attendance of 25 to reflect new and updated policies. participants. • Implemented a new employee orientation o Developed new partnerships with presentation for all new part time staff at Kendall Regional Medical Center, the the park. Alzheimer’s Foundation, and the Doral • Step up Doral: Continued to implement the Yard which allow 7 new health/ Mayor’s Wellness Initiative, “Step Up Your nutrition seminars and fitness classes to Health, Doral!” to promote a culture of be offered in FY 18-19. health and wellness among residents and o Offered a new Social Emotional Series, local businesses focusing on physical, mental for adults, consisting of 8 workshops and emotional health. A variety of no cost with more than 20 participants at each health programs, seminars and events were workshop.
PARKS & RECREATION DEPARTMENT ACTIVITY REPORT
Actual Actual Projected Projected ACTIVITY FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Morgan Levy Park Attendance 316,738 300,000 277,000 280,000
Doral Meadow Park Attendance 246,869 250,000 360,000 360,000
Trails & Tails Park Attendance 93,948 95,000 125,000 125,000 Doral Legacy Park Attendance 56,892* 450,000 605,000 605,000
Doral Glades Park Attendance N/A N/A 20,000** 100,000
Cash Sponsorship Totals $24,000 $118,830 $80,000 $115,000
Satisfaction Rate (Events, Programs, Facilities) 99% 99% 99% 99%
Volunteer Hours 7,469 8,000 9,000 9,000 * August & September 2017
**August & September 2019
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PARKS AND RECREATION OBJECTIVES FOR FY 2020
The goal of the Parks & Recreation Department’s FY 19-20 budget is to continue providing quality recreational programming and events as well as maintaining our facilities at an excellent standard. Over the course of the last few fiscal years, the Parks & Recreation Department has worked hard to find ways to be more efficient and effective in the services the Department provides. The FY 19-20 budget allocates funds for the programming and operations of Doral Glades Park which is set to open August 2, 2019. The following objectives were developed to provide a description of the anticipated accomplishments for the Department as it relates to the City Council’s Budget Priorities and Strategic Goals which are indicated below.
Facilities Your Bike Night - Glow Ride event, so that more family members in the community are • Install barrier netting at Doral Legacy Park catered to. soccer and football fields. • Host Movies at the Park at different • Complete tennis and basketball court locations such as Downtown Doral Park resurfacing at Morgan Levy Park in the first and Doral Legacy Park to cater to patrons quarter. from different parts of the community. • Complete exterior repairs and painting at • Partner with the IT Department to establish Morgan Levy Park in the first quarter. a survey system using iPad, which will make • Complete installation of burglar alarm at collecting the information easier for both Morgan Levy Park. the patrons and staff. • Execute new agreement with waste • Promote and execute special and cultural disposal and recycling vendor. events at Doral Glades Park. • Enhance recycling program at City parks. • Continue growing sponsorship cash and in- • Begin waste collection at Trails & Tails kind participation for all events. Park to improve operational efficiency. • Re-evaluate the Art of Music Series and • Bid and award grease trap retrofit at make necessary changes to combine into a Morgan Levy Park concession space. yearly concert and use budget savings to • Reseal and restripe parking lots at introduce a Father’s Day wood Veterans and Trails and Tails Park. working/blacksmith workshop. • Bid and award agreement for sidewalk repairs and ADA enhancements to City Sports parks. • Improve turf quality and preventative • Enhance Youth Flag Football league by maintenance at Trails & Tails Park. adding an All-Girls Division. • Increase the number of players on teams in Events the Adult Soccer League by 5%. • Increase Adult Basketball Team registration • Work with local bike safety organizations by 10%. and sponsors to host an additional Light • Increase Archery enrollment by 10%.
CITY OF DORAL FY 2019 ADOPTED BUDGET 215 | P a g e
• Continue to offer and expand adult sport • Continue to meet or exceed 90% user offerings to the community. satisfaction rate in our activities. • Launch City Administered Youth Recreational Baseball Program. Special Needs Programs o The goal is a minimum of 120 total participants in 4 age groups. • Strengthen our Special Olympics Golf • Successfully recruit and train 22 Volunteer Program by working with the First Tee of Coaches & Parents for Youth Baseball Miami to offer a more specialized program. program. • Work with Consultant to offer more specialized trainings in Soccer and Tennis. Programs • Establish an Adult Day Training Program. • Introduce two new programs at Doral • Issue an RFP for new programs and offer at Glades Park with a focus on Music, Art, least one new program for Special Needs. Computer, and English classes. o Ideas: • Introduce a new nature camp provider for ▪ Music Doral Glades Park. ▪ Arts & Crafts • Implement two (2) to three (3) additional ▪ Cooking Class fitness program providers such as Table Tennis, Futsal, Beach Tennis and Zumba. Sponsorship • Implement University of Miami “Families • Obtain one presenting sponsor of 3 major First Parenting Group” in Fall of 2019 at events. Doral Legacy Park. • Increase Sponsorship Appreciation event • Increase recreation program registration by participants by 10%. 10%. • Inform more local businesses about all the • Continue to build the TEEN program by different types of sponsorship opportunities. offering a variety of activities and increase • Create a schedule to visit local businesses to participation by 10%. promote the City’s events, and to build and Senior Programs (The Silver Club) maintain relationships. • Conduct a sponsorship and naming rights • Issue an RFP for new programs and offer at valuation assessment for Department events, least one new Silver Club Program. activities, and park facilities. This assessment • Issue an RFP for new programs. will provide an important analysis on the o Ideas: value of locations at different park facilities. ▪ Computer Classes Furthermore, it will provide a framework for ▪ English Classes sponsorship values, trends, and local ▪ Ceramics businesses in the area the Department can • Set-up Domino Tournament for Silver Club reach out to for sponsorship. This item will (on-going). be procured and will help to increase sponsorship revenue and revenue at the
CITY OF DORAL FY 2019 ADOPTED BUDGET 216 | P a g e
Parks. It will also increase the opportunities • Work with consultant to implement local businesses have to sponsor and have feedback provided on efficiency and name recognition at the parks. effectiveness of Department Operations, Policies, Operational Plans and Procedures. Other Additionally, implement Recreation Program • Finalize Department Policies & Procedures manual and continue to work towards the Manual. accreditation process for the Department • Create and conduct more staff trainings to (CAPRA). achieve better customer service and • Apply for Awards such as: continually provide professional o NRPA Gold Medal Award development to our staff. Trainings may o FRPA Agency Excellence, Public include: Department History, Department Relations Award Rules and Regulations, Safety and Emergency • Apply for Grants such as FRDAP Grant. Management and First Aid.
CITY OF DORAL FY 2019 ADOPTED BUDGET 217 | P a g e
PARKS AND RECREATION STRATEGIC PRIORITIES
STRATEGIC BUDGET ASSOCIATED PRIORITIES FY 2019-20 COST Play: Develop policies to ensure best interests of the community are met in the use of its Revise Department Outdoor Event Fees Staff Time facilities Play: Enhance programming options for $25,000 + In-House Operated Youth Recreation Baseball residents Staff Time Play: Examine costs and benefits of additional Develop three (3) concept alternatives for an Roll Over recreational infrastructure amphitheater at Doral Central Park FY 18-19 Play: Develop policies to ensure best interests Ensure consistent application of park rules regarding of the community are met in the use of its Staff Time various programs facilities Play: Enhance programming options for Enhanced senior programming $ 14,500 residents Play: Enhance programming options for Enhanced teen programming $ 8,450 residents Play: Enhance the recreational experiences Continue implementation of ADA Study Roll Over offered by the City recommendations FY 18-19 Financial Planning: Explore non-traditional Naming Rights Valuation Study $ 75,000 revenue sources such as naming rights TOTAL $ 122,950
CITY OF DORAL FY 2019 ADOPTED BUDGET 218 | P a g e
PARKS AND RECREATION BUDGET HIGHLIGHTS
• 110-230 Personnel Costs - For this fiscal year and more staff will be able to attend and year the City will be converting all benefit from the National conference. employees from a 37.5 to a 40-hour work • 430 Utility Services - This account week. Additionally, there is a 1.5% cost of decreased from FY 18-19 due to installation living adjustment and an up to 2% merit of energy efficient lighting. increase based on the individual’s • 440 Rentals & Leases – This account performance evaluation. Health insurance increased due to the associated rental rates have increase by 6% city-wide. expenses and cost of living expenses for new • 310 Professional Services - This account tournament events. increased from last fiscal year due to the • 460 Repair & Maintenance- Office addition of a naming rights valuation service. Equipment - Increase in this account is due This item will be procured and will help to to the maintenance for Doral Glades Park as increase revenue at the parks and increase the well as the increase in park landscaping opportunities local businesses must sponsor expenses from the recent bid awarded due to and to have name recognition at the parks. cost of living adjustment. Previous pricing • 340 Contractual Services – Other - This used was from 2013. account increased from FY 18-19 due to Park • 461 Repair & Maintenance- Vehicles – The Maintenance Services such as the holding tank increase in this account is for any repairs and trash services at Doral Central Park. Also, and/or maintenance needed for the new an increase in Park Operation Services for utility vehicles. Doral Glades Park with it being open an entire • 490 Other Current Charges - This account year, as well as, more senior citizen increased from FY 18-19 due to the food and programming, and cost for Parking awards associated with new tournament Management Services at City special events. events. • 400 Travel & Per Diem - This account • 494 Cultural Arts Program - Increase in this increased from FY 18-19 due to increase cost account is due to addition of budgeted funds to existing state and national conferences. for the Miami Symphony Orchestra event. In The national conference is in Florida this fiscal previous years this event was sponsored by
CITY OF DORAL FY 2019 ADOPTED BUDGET 219 | P a g e
the Miami Symphony Orchestra, however the recreational programs offered and the City Department will now be paying for the running Youth Recreational Baseball in-house services which includes the orchestra and in lieu of a contracted provider. sound, stage and lighting for the event. • 540 Dues / Subscriptions / Memberships - • 520 Operating Supplies - Although funding Increase in this account is due to increased remains the same for special events, adult costs for national conferences. The national sports and seniors & special needs conference is in Florida this fiscal year and programming, this account increased from FY more staff will be able to attend and benefit 18-19 due to the Doral Glades Park from the National conference.
PARKS & RECREATION DEPARTMENT BUDGET AUTHORIZED POSITIONS BUDGET BUDGET AMENDED BUDGET ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 500.111 - Administrative Salaries Parks & Recreation Director 1 1 1 1 1 $ 138,571 Administrative Salaries Total 1 1 1 1 1 $ 138,571 500.120 - Full Time Salaries Assistant Parks & Recreation Director 1 1 1 1 1 $ 102,591 Administrative Assistant 1 1 1 1 1 $ 38,514 Recreation Administrator 1 1 1 1 1 $ 79,008 Parks Maintenance Supervisor 1 1 0 0 0 $ - Parks Operations Administrator 0 0 1 1 1 $ 69,100 Recreation Facility Supervisor 2 2 2 2 2 $ 114,625 Recreation Program Coordinator 3 1 1 1 1 $ 56,505 Special Needs Coordinator 0 1 1 1 1 $ 58,976 Special Events Coordinator 1 1 1 1 1 $ 64,663 Service Award 10 yr $ 2,155 Event Specialist 1 1 1 1 1 $ 45,689 Cultural Event Specialist 1 1 1 1 1 $ 48,472 Sponsorship & Recreation Coordinator 1 0 0 0 0 $ - Athletics Coordinator 0 2 2 2 2 $ 116,709 Park Manager 4 4 4 4 4 $ 174,136 Parks Foreman 0 1 1 1 1 $ 45,237 Assistant Park Manager 9 11 11 11 11 $ 425,954 Service Award 10 yr $ 1,466 Community Center Manager 1 1 1 1 1 $ 43,985 Assistant Community Center Manager 1 1 1 1 1 $ 37,204 Special Needs Program Specialist 1 1 1 1 1 $ 47,253 Accounting Clerk 1 1 1 1 1 $ 38,388 Parks Maintenance Technician 1 2 2 2 2 $ 91,232 Recreation Marketing & Sponsorship Coordinator 0 1 1 1 1 $ 58,200 Nature Facility Manager 0 1 1 1 1 $ 37,224 Full Time Salaries Total 31 37 37 37 37 $ 1,797,286 500.130 - Other Salaries Park Service Aides Part Time 1 0 0 0 0 0 $ 1,077,426 Other Salaries Total 0 0 0 0 0 $ 1,077,426
TOTAL 32 38 38 38 38 $ 3,013,283
1 Other Salaries - Pool of funds; not tied to a number of positions
CITY OF DORAL FY 2019 ADOPTED BUDGET 220 | P a g e
0019000 - PARKS & RECREATION
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 0019000 - PARKS AND RECREATION REVENUE 334390 - STATE-VOL.CLEANUP TAX.CERT. 0 338,890 0 0 0 0 0 0 347200 - RECREATION FEES 103,737 98,214 100,000 100,000 5,688 103,000 100,000 100,000 347201 - RECREATION - RENTALS 121,517 155,034 120,000 120,000 24,402 130,000 120,000 120,000 347202 - RECREATION - BRONCO REGIS. 32,060 25,951 35,000 35,000 0 35,000 35,000 35,000 347203 - RECREATION-CONCESSIONS 21,087 10,841 12,000 12,000 250 10,000 12,000 12,000 347204 - RECREATION-TAXABLE SALES 11,034 18,077 20,000 20,000 322 20,000 20,000 20,000 347400 - RECREATION - SPECIAL EVENTS 30,916 29,063 30,000 30,000 0 30,000 30,000 30,000 347401 - RECREATION - SPONSORSHIPS 118,830 87,217 100,000 100,000 4,608 86,000 100,000 100,000 347402 - RECREATION - CAMPS 73,390 83,937 75,000 75,000 4,094 21,000 75,000 75,000 347403 - RECREATION - TENNIS 140,126 60,890 60,000 60,000 0 58,000 60,000 60,000 347404 - RECREATION - SOCCER 103,710 324,408 250,000 250,000 0 275,000 250,000 250,000 347405 - RECREATION-COMMUNITY CENTER 111,141 106,687 110,000 110,000 9,904 97,000 110,000 110,000 347406 - RECREATION-TRAINING 0 300 500 500 0 300 500 500 347407 - RECREATION-BASEBALL 13,103 21,842 13,000 13,000 0 13,000 13,000 13,000 366000 - PRIVATE GRANTS & CONTIRBUTIONS 0 380,000 0 0 0 0 0 0 366100 - DEVELOPER CONTRIBUTIONS 0 500,000 0 0 0 500,000 0 0 369104 - MAU PARK 0 7,000 7,000 7,000 0 7,000 7,000 7,000 369400 - MISC.PARK FEES 200 300 0 0 200 200 0 0 0019000 - PARKS AND RECREATION REVENUE TOTAL 880,850 2,248,651 932,500 932,500 49,466 1,385,500 932,500 932,500 GRAND TOTAL 880,850 2,248,651 932,500 932,500 49,466 1,385,500 932,500 932,500
CITY OF DORAL FY 2019 ADOPTED BUDGET 221 | P a g e
00190005 - PARKS & RECREATION
ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET ACTUALS ESTIMATE PROPOSED ADOPTED FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 PERSONNEL 500111 - ADMINISTRATIVE SALARIES 119,522 125,750 138,571 138,571 20,409 125,282 138,571 138,571 500120 - FULL TIME SALARIES 1,338,883 1,540,598 1,797,286 1,797,286 251,713 1,560,503 1,797,286 1,797,286 500125 - COMPENSATED ABSENCES 45,732 34,498 69,674 69,674 6,725 64,709 69,674 69,674 500130 - OTHER SALARIES 924,829 868,711 1,077,426 1,077,426 146,755 964,435 1,077,426 1,077,426 500140 - OVERTIME 24,781 20,336 25,000 25,000 4,618 20,000 25,000 25,000 500210 - FICA & MICA TAXES 184,488 194,227 156,471 156,471 32,315 210,357 156,471 156,471 500220 - RETIREMENT CONTRIBUTION 174,336 197,953 238,894 238,894 32,535 201,902 238,894 238,894 500230 - LIFE & HEALTH INSURANCE 340,743 410,774 472,650 472,650 119,124 446,917 472,650 472,650 500240 - WORKERS COMPENSATION 0 0 0 0 0 0 0 0 PERSONNEL TOTAL 3,153,313 3,392,845 3,975,972 3,975,972 614,194 3,594,105 3,975,972 3,975,972 OPERATING 500310 - PROFESSIONAL SERVICES 40,820 29,887 90,000 114,581 20,500 556,285 90,000 90,000 500322 - AUDIT SERVICE - ADA COMPLIANCE 0 0 0 0 0 0 0 0 500340 - CONTRACTUAL SERVICES - OTHER 437,795 371,382 508,342 508,342 111,327 484,966 503,342 508,342 500344 - CONTRACTUAL -SOCCER TEAM 0 0 0 0 0 0 0 0 500400 - TRAVEL & PER DIEM 11,677 13,019 13,450 13,450 870 12,605 13,450 13,450 500410 - COMMUNICATION & FREIGHT 8,910 7,732 10,400 10,400 1,150 10,400 10,400 10,400 500430 - UTILITY SERVICES 212,546 220,329 282,500 282,500 16,040 292,000 282,500 282,500 500440 - RENTALS & LEASES 207,405 172,438 200,910 200,910 59,490 184,310 200,910 200,910 500450 - INSURANCE 0 0 0 0 0 0 0 0 500460 - REPAIR & MAINT - OFFICE EQUIP 440,805 502,175 621,094 649,094 97,527 585,943 621,094 621,094 500461 - REPAIR & MAINT - VEHICLES 2,292 2,815 4,500 4,500 0 3,500 4,500 4,500 500470 - PRINTING & BINDING 39,917 48,826 49,150 49,150 4,192 53,799 49,150 49,150 500480 - PROMOTIONAL ACTIVITIES 36,335 32,587 28,300 28,300 5,383 33,800 28,300 28,300 500490 - OTHER CURRENT CHARGES 257,787 223,367 292,504 292,504 65,116 266,208 292,504 292,504 500494 - CURR.CHARGES - CULTURAL EVENTS 69,675 79,343 79,500 79,500 694 81,200 85,000 79,500 500496 - CULTURAL GRANT-KNIGHTS ART 0 0 0 0 0 0 0 0 500497 - CULTURAL GRANT-NEA 0 0 20,500 20,500 0 0 0 20,500 500510 - OFFICE SUPPLIES 16,052 3,524 7,000 7,000 0 7,000 7,000 7,000 500520 - OPERATING SUPPLIES 257,789 254,498 294,000 294,000 28,619 284,700 294,000 294,000 500521 - OPERATING SUPPLIES - FUEL 106 280 250 250 78 280 250 250 500522 - OPERATING SUPPLIES - VEHICLES 0 0 0 0 0 0 0 0 500540 - DUES/SUBSCRIPTIONS/MEMBERSHIPS 10,076 13,182 16,239 16,239 500 16,424 16,239 16,239 OPERATING TOTAL 2,049,987 1,975,383 2,518,639 2,571,220 411,487 2,873,421 2,498,639 2,518,639 CAPITAL OUTLAY 500610 - CAPITAL - LAND 0 0 0 0 0 0 0 0 500620 - CAPITAL - BUILDING 2,109,887 8,279,655 0 487,436 150,000 8,767,096 0 0 500634 - IMPROVEMENTS 52,950 0 0 3,700 0 3,700 0 0 500640 - CAPITAL OUTLAY - OFFICE 13,930 7,320 0 0 0 3,175 0 0 500641 - CAPITAL OUTLAY - VEHICLES 0 31,423 0 25,494 0 32,782 0 0 500643 - GRANT - LOCAL 0 0 0 0 0 0 0 0 500650 - CONSTRUCTION IN PROGRESS 367,786 357,184 0 100,690 0 3,068,777 0 0 500651 - CAPITAL - CONST IN PRG- IMPACT 0 0 0 0 0 0 0 0 500654 - GLADES PARK BOARDWALK - TERRA 0 0 0 0 0 0 0 0 CAPITAL OUTLAY TOTAL 2,544,554 8,675,582 0 617,321 150,000 11,875,530 0 0 Grand Total 7,747,855 14,043,811 6,494,611 7,164,512 1,175,681 18,343,056 6,474,611 6,494,611
CITY OF DORAL FY 2019 ADOPTED BUDGET 222 | P a g e
SPECIAL REVENUE FUNDS
CITY OF DORAL FY 2019 ADOPTED BUDGET 223 | P a g e
CITY OF DORAL FY 2019 ADOPTED BUDGET 224 | P a g e
TRANSPORTATION FUND
TRANSPORTATION FUND – DIVISION FUNCTION
This Fund manages the local option gas tax revenues and 35% of State Revenue Sharing revenues, which must be utilized for transportation related items. County and Municipal governments shall only be allowed to utilize the proceeds of the 6-cent local option fuel tax for transportation improvement expenditures. The proceeds of the 3-cent local option fuel tax must be used for only those transportation expenditures needed to meet the requirements of the capital improvements element of an adopted comprehensive plan.
Section 336.025(7) of the Florida Statutes, define “transportation expenditures” to include those expenditures by the local government from local or state-share revenue sources, excluding expenditures of bond proceeds, for the following programs:
• Public transportation operations and maintenance. • Roadway and right of way maintenance and equipment and structures used primarily for the storage and maintenance of such equipment. • Roadway and right-of-way drainage. • Street lighting, traffic signs, traffic engineering, signalization, and pavement markings. • Bridge maintenance and operation • Debt service and current expenditures for transportation capital projects in the foregoing program areas, including construction or reconstruction of roads.
CITY OF DORAL FY 2019 ADOPTED BUDGET 225 | P a g e
TRANSPORTATION FUND - DIVISION ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and status of current year budget initiatives that supports the City’s Strategic Goals.
Planning • Commenced a six-month Freebee service • Continue to work with the City’s Police Pilot Program for Downtown Doral. Department to address traffic related • Awarded $260,000 from the Miami-Dade concerns. Transportation Planning Organization (TPO) SMART Plan Demonstration Project for the Engineering Doral FIU Trolley Route (Route 4) Operation • Continued to coordinate with the and Maintenance for a three (3) year period. Construction Division for the City’s 2016 • Completed the Doral Trolley/SMART Plan Road Resurfacing Plan and outlined segments Implementation Study. for resurfacing work. • Completed Citywide Parking Demand Study. • Completed and submitted the Transportation • Initiated and completed the Roadway Impact Alternatives Program (TAP) Grant 2019 Fee Ordinance Update. applications for the Bicycle/Pedestrian Bridge • Revised the City’s Truck Route Restriction over Doral Boulevard, Phase 2 of the Study. Citywide Sidewalk Improvements, and for the • Initiated and completed the Speed Implementation of FDOT’s new School Zone Hump/Bump Ordinance. requirements Citywide. • Initiated and completed the Doral Boulevard • Completed the design and permitting for the Bus Shelter Conceptual Design. roadway improvements project along NW nd th • Initiated the School Traffic Operations Plan 102 Avenue between NW 66 Street and th (TOP) Phase 1 Study. NW 74 Street, and initiated construction. • Initiated the Traffic Calming Interlocal • Completed the design and permitting for the Agreement with Miami-Dade County. roadway improvements project along NW nd th • Continued to participate and coordinate with 82 Avenue between NW 27 Street and rd Miami-Dade County, Miami-Dade TPO, NW 33 Street, and initiated construction. FDOT, Florida’s Turnpike and other • Completed the design and permitting for the transportation partners on transportation roadway improvements project along NW st th related project. 41 Street between NW 79 Street and NW th • Continued to assist and coordinate with the 87 Avenue, and initiated construction. Doral Police and Traffic Relief Advisory • Completed the design and permitting for the Board. roadway improvement project along NW th th • Continued the review, comment, and 112 Avenue between NW 25 Street and th approval process of traffic impact studies and NW 34 Street. trip generation analysis of private • Continued the design and permitting phase developments. for the Doral Boulevard Median Landscape
CITY OF DORAL FY 2019 ADOPTED BUDGET 226 | P a g e
Improvements from NW 97th Avenue to SR Avenue between NW 68th Street and NW 826 / Palmetto Expressway Interchange. 70th Street. • Completed the design and permitting for the • Initiated the design and permitting for the Citywide Sidewalk Improvements project at intersection improvements recommended in locations identified in the Transit Mobility the NW 112th Avenue / NW 114th Avenue Study with $1 Million dollars funding to come One-Way Study at the intersections along from the FDOT TAP Grant awarded in 2016 NW 112th Avenue at NW 58th Street, at NW and commenced construction. 50th Street, and at NW 41st Street; and along • Completed an audit of the master NW 114th Avenue at NW 58th Street and at development agreements and lighting special NW 41st Street. taxing districts of Section 7 in the northwest • Completed the design for the “Do Not Block area of the City. the Box” exhibits at the intersections • Completed the structural inspections of the identified in the Transportation Master Plan two (2) pedestrian bridges within the City and completed construction of the selected located at Legacy Park and NW 97th Ave. segments. (Trump Golf Resort). • Continued the design for the Doral Boulevard • Initiated the design and permitting for the Entry Features at the Doral Boulevard / SR Intersection Improvements (new traffic signal) 826 Interchange. located at the intersection of NW 112th / • Initiate the design and permitting of traffic 114th Avenue and NW 82nd Street. calming improvements in Section 7. • Completed the design and permitting for the • Initiate the feasibility study and concept design traffic signal improvements at the for implementation of sidewalks throughout intersections along NW 74th Street at NW the Vanderbilt Park community. 102nd Avenue and at NW 97th Avenue and • Complete the conceptual sketches and commenced construction. renderings for the Downtown Doral • Completed the design and permitting for the Boulevard Trolley Shelters to adhere to the roadway widening project along NW 104th Beautification Master Plan.
CITY OF DORAL FY 2019 ADOPTED BUDGET 227 | P a g e
TRANSPORTATION FUND - DIVISION OBJECTIVES FOR FY 2020
The following objectives were developed to provide a description of the anticipated accomplishments for this division as they relate to the City Council’s Budget Priorities and Strategic Goals which are indicated below.
Planning Improvements from NW 97th Avenue to SR • Continued to participate and coordinate with 826 / Palmetto Expressway Interchange. Miami-Dade County, Miami-Dade TPO, • Complete the design and permitting for the FDOT, Florida’s Turnpike and other Intersection Improvements (new traffic signal) transportation partners on transportation at the intersection of NW 112th / 114th related project. Avenue and NW 82nd Street. • Continue to assist and coordinate with the • Continue with the City’s roadway resurfacing Doral Police and Traffic Relief Advisory outlined in the updated Five-Year Resurfacing Board. Master Plan. • Continue to work with the City’s Police • Commence with creating the RFP for Department on traffic related concerns. advertisement of a new Five-Year Resurfacing • Continue the review, comment, and approval Master Plan (2021). process of traffic impact studies and trip • Complete the design and initiate the generation analysis of private developments. construction of the Entry Features at the • Develop and adopt Citywide Parking Doral Boulevard / SR 826 interchange. Regulations in Public Right-of-Way. • Initiate the design and construction of the • Implement Year-1 of Parking Authority intersection improvements outlined in the Implementation as presented in the Citywide Transportation Master Plan Update. Parking Demand Study. • Complete the design and permitting for the • Initiate and complete the NW 79 Avenue intersection improvements recommended in Master Plan Study. the NW 112th Avenue / NW 114th Avenue • Initiate and complete School Traffic One-Way Study at the intersections along Operations Plan (TOP) Phase II Study. NW 112th Avenue at NW 58th Street, at • Initiate and complete Doral Boulevard NW 50th Street, and at NW 41st Street; and Corridor Study. along NW 114th Avenue at NW 58th Street • Initiate and complete Biennial Citywide Traffic and at NW 41st Street. Counts. • Initiate the design and permitting for the • Purchase of one (1) trolley vehicle. roadway improvements on NW 114 Avenue • Expand the Freebee service to City Place. between NW 34 Street and NW 39 Street. • Commence the recommendations of the • Initiate the design and permitting for 10 new Doral Trolley/SMART Plan Implementation trolley shelters citywide for construction in Study. FY 2020-21. • Initiate the Land Acquisition process for the Engineering continuation of NW 112 Avenue between • Complete the design and permitting for the NW 34 Street and NW 41 Street. Doral Boulevard Median Landscape • Complete the design and permitting of traffic
CITY OF DORAL FY 2019 ADOPTED BUDGET 228 | P a g e
calming improvements in Section 7. • Complete the design for the Downtown • Complete the feasibility study and concept Doral Boulevard Trolley Shelters to adhere to design for implementation of sidewalks the Beautification Master Plan. throughout the Vanderbilt Park community.
TRANSPORTATION FUND – DIVISION BUDGET HIGHLIGHTS
• 110-230 Personnel Costs - For this fiscal previous Fiscal Year as a result of the year the City will be converting all inclusion of the NW 114th Ave. & NW 82nd employees from a 37.5 to a 40-hour work St. Intersection Improvements Project week. Additionally, there is a 1.5% cost of (Traffic Signal), the NW 112th Ave. & NW living adjustment and an up to 2% merit 50th St. Intersection Improvements (Traffic increase based on the individual’s Signal), and the implementation of Phase One performance evaluation. Health insurance of the Parking Authority. rates have increase by 6% city-wide. • 341 - Other Contractual Services – This • 310 – Professional Services - This account account was increased in comparison to the was increased in comparison to the previous previous Fiscal Year as the Trolley Safety and Fiscal Year as a result of the inclusion of the Security contract line item was increased as Doral Boulevard Corridor Study which will a result of additional vehicles on the fleet and provide intersection operational safety the upgrading of outdated trolley equipment improvements such as mid cross • 540 – Dues/Subscriptions/Membership - closing/opening, lane width This account was increased in comparison to recommendation, turn lanes, etc. The previous Fiscal Year as it now includes the account also includes Phase II of the Transportation Planning Organization (TPO) Citywide schools Traffic Operations Plan Annual Membership fees as requested by the (TOP) analysis, and the Biennial Citywide latest Citizen’s Independent Transportation Traffic Counts. Trust (CITT) audit findings. • 340 - Contractual Services - Other – This account was increased in comparison to the • 633 – Capital Outlay–Street
CITY OF DORAL FY 2019 ADOPTED BUDGET 229 | P a g e
Improvements - This account was increased • 650 – Construction in Progress - This in comparison to previous Fiscal Year as a account was decreased in comparison to the result of the inclusion of Citywide Traffic previous Fiscal Year as a result of the Calming Improvements, the NW 112th Ave. deferral of the adopted NW 112th Ave. (34th (25th – 34th St.) Roadway Improvements – 41st St.) Roadway Construction and all Project, and the Section 7 Traffic Calming associated work to a future year. improvements for FY 2019-20.
TRANSPORTATION FUND - PUBLIC WORKS AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 500.120 - Full Time Salaries Transportation Manager 1 1 1 1 1 $ 106,726 Transit Operations Manager 1 1 1 1 1 $ 58,743 Service Award 15 yr $ 4,406 Transportation Engineer 1 1 1 0 0 $ - Transportation Analyst 0 0 0 1 1 $ 67,142 Transit Road Supervisor 1 1 1 1 1 $ 44,359 Full Time Salaries Total 4 4 4 4 4 $ 281,376
Total 4 4 4 4 4 $ 281,376
CITY OF DORAL FY 2019 ADOPTED BUDGET 230 | P a g e
TRANSPORTATION FUND - PUBLIC WORKS BUDGET 101 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 BEGINNING FUND BALANCE 16,193,178 17,830,564 16,986,079 16,986,079 16,986,079 6,538,267 6,538,267
REVENUES 101.8000.312410 LOCAL OPTION GAS TAX 592,416 637,766 655,812 655,812 704,000 687,791 687,791 101.8000.312420 LOCAL OPTION GAS TAX- NEW 230,470 245,087 251,994 251,994 270,000 264,626 264,626 101.8000.312600 MUNICIPAL SURTAX - CITT FUNDS ------101.8000.331408 CIRCULATOR GRANT FL04-0122 ------101.8000.331409 CIRCULATOR GRANT FL04-0148 ------101.8000.334102 FDOT GRANT - FEDERAL 1,576,182 202,165 - - - - - 101.8000.337100 COUNTY REIMBURSEMENT ------101.8000.337707 LOCAL GRANT TRANSIT MOBILITY 16,624 55,359 - - 11,535 - - 101.8000.361100 INTEREST INCOME 99,174 170,702 70,000 70,000 250,000 70,000 70,000 101.8000.363240 ROADWAY BEAUTIFICATION - IMPACT FEES 1,315,917 2,832,515 1,750,000 1,750,000 2,975,000 1,750,000 1,750,000 101.8000.366100 DEVELOPER CONTRIBUTIONS ------101.8000.367100 CHANGE IN INVESTMENT VALUE (24,613) (47,046) - - 85,000 - - 101.8000.369200 PRIOR YEARS RECOVERY - 163,456 - - - - - 101.8000.381100 OPERATING TRANSFERS IN 3,790,000 ------TOTAL REVENUES 7,596,171 4,260,006 2,727,806 2,727,806 4,295,535 2,772,417 2,772,417 OTHER RESOURCES 101.8000.300100 RESERVES - IN USE OF FUND BALANCE 2,152,615 844,485 1,306,785 1,306,785 1,306,785 4,205,786 4,205,786 PRIOR YEAR OPERATING BALANCES - - - 10,718,230 10,718,230 - - TOTAL OTHER RESOURCES 2,152,615 844,485 1,306,785 12,025,015 12,025,015 4,205,786 4,205,786
TOTAL AVAILABLE RESOURCES 9,748,786 5,104,491 4,034,591 14,752,821 16,320,550 6,978,203 6,978,203
EXPENDITURES 101.80005.500120 FULL TIME SALARIES 198,305 173,847 246,362 246,362 246,362 281,376 281,376 101.80005.500125 COMPENSATED ABSENCES 624 2,144 9,476 9,476 9,476 9,986 9,986 101.80005.500140 OVERTIME - 34 - - - - - 101.80005.500210 FICA & MICA TAXES 15,273 13,171 19,572 19,572 19,572 22,290 22,290 101.80005.500.220 RETIREMENT CONTRIBUTIONS 24,554 20,704 29,563 29,563 29,563 33,236 33,236 101.80005.500230 LIFE & HEALTH INSURANCE 13,104 14,319 46,698 46,698 46,698 45,173 45,173 TOTAL PERSONNEL COSTS 251,859 224,220 351,671 351,671 351,671 392,061 392,061
101.80005.500310 PROFESSIONAL SERVICES 275,067 113,336 3,200 333,455 333,455 128,200 128,200 101.80005.500340 CONTRACTUAL SERVICES - OTHER - - - - - 1,300,000 1,300,000 101.80005.500341 CONTRACTUAL SERVICES - ENGINEERING 160,398 242,571 1,080,000 1,123,528 1,115,544 1,105,000 1,105,000 101.80005.500400 TRAVEL & PER DIEM 250 5,646 5,900 5,900 5,900 5,900 5,900 101.80005.500440 RENTAL & LEASES ------101.80005.500460 REPAIR & MAINTENANCE - OFFICE EQUIP ------101.80005.500540 DUES, SUBSCRIPTIONS, MEMBERSHIPS 899 24,808 3,820 26,042 24,551 26,042 26,042 TOTAL OPERATING COST 436,614 386,361 1,092,920 1,488,925 1,479,450 2,565,142 2,565,142
101.80005.500631 CAPITAL OUTLAY - MEDIAN ST BEAUTI. - 585,810 - 1,242,301 1,242,301 - - 101.80005.500633 CAPITAL OUTLAY - STREET IMPRV 4,496,116 2,685,327 1,500,000 9,203,047 9,203,047 2,950,000 2,950,000 101.80005.500640 CAPITAL OUTLAY - EQUIPMENT ------101.80005.500641 CAPITAL OUTLAY - VEHICLES 176,832 565,451 - 399,815 399,815 226,000 226,000 101.80005.500648 GRANT (CIRCULATOR #FL 04-0122) ------101.80005.500649 GRANT (CIRCULATOR #FL 040148) ------101.80005.500650 CONSTRUCTION IN PROGRESS 597,363 657,322 1,090,000 2,067,063 2,067,063 845,000 845,000 TOTAL CAPITAL OUTLAY 5,270,311 4,493,910 2,590,000 12,912,225 12,912,226 4,021,000 4,021,000
101.80005.500710 DEBT SERVICE PRINICIPAL TROLLEY ------101.80005.500720 DEBT SERVICE INTEREST TROLLEY ------TOTAL DEBT SERVICE ------
TOTAL TRANSPORTATION FUND EXPENSES 5,958,785 5,104,491 4,034,591 14,752,821 14,743,347 6,978,203 6,978,203
CITY OF DORAL FY 2019 ADOPTED BUDGET 231 | P a g e
TRANSPORTATION FUND - PUBLIC WORKS BUDGET 101 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20
USE OF FUND BALANCE 2,152,615 844,485 1,306,785 1,306,785 1,306,785 4,205,786 4,205,786 PRIOR YEAR OPERATING BALANCES - - - 10,718,230 10,718,230 - Ending Fund Balance 17,830,564 16,986,079 15,679,294 4,961,064 6,538,267 2,332,481 2,332,481 * Amended Budget includes approved amendments to the budget and/ or carryovers of previous year's projects.
CITY OF DORAL FY 2019 ADOPTED BUDGET 232 | P a g e
PEOPLE’S TRANSPORTATION PLAN FUND
PEOPLE’S TRANSPORTATION PLAN FUND FUNCTION
This fund has been established to manage monies to be utilized for transportation purposes that are generated from the one-half cent sales tax, and the Miami Dade County Transportation Tax. This fund will be used for the City’s transportation expenses.
PEOPLE’S TRANSPORTATION PLAN FUND BUDGET HIGHLIGHTS
The People’s Transportation Fund estimated revenues are $2,552,382 and expenditures for FY 2020 are $2,143,222.
• 341 Contractual Services-Engineering – • 633 Improvements-Street – This line item This account increased due to the new covers some resurfacing projects identified Freebee program. in the Capital Improvement Plan.
CITY OF DORAL FY 2019 ADOPTED BUDGET 233 | P a g e
PEOPLE'S TRANSPORTATION PLAN FUND 106 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 BEGINNING FUND BALANCE - 478,050 560,863 560,863 560,863 995,109 995,109
REVENUES 106.8000.312600 MUNICIPAL SURTAX - CITT FUNDS 2,232,433 2,508,437 2,552,382 2,552,382 2,600,000 2,552,382 2,817,739 106.8000.361100 INTEREST INCOME ------TOTAL REVENUES 2,232,433 2,508,437 2,552,382 2,552,382 2,600,000 2,552,382 2,817,739 OTHER RESOURCES 106.8000.300100 RESERVES - IN USE OF FUND BALANCE ------PRIOR YEAR OPERATING BALANCES - - - 52,754 52,754 - - TOTAL OTHER RESOURCES - - - 52,754 52,754 - -
TOTAL AVAILABLE RESOURCES 2,232,433 2,508,437 2,552,382 2,605,136 2,652,754 2,552,382 2,817,739
EXPENDITURES 106.80005.500341 CONTRACTUAL SERVICES - ENGINEER 1,595,067 1,635,000 1,635,000 1,635,000 1,635,000 1,957,222 1,957,222 106.80005.500540 DUES, SUBCRIPTIONS, & MEMBERSHIPS - - 22,222 22,222 - - - TOTAL OPERATING COST 1,595,067 1,635,000 1,657,222 1,657,222 1,635,000 1,957,222 1,957,222 106.80005.500633 CAPITAL OUTLAY - STREET IMPROVEMENTS 159,315 790,625 486,000 538,754 530,754 186,000 186,000 TOTAL CAPITAL OUTLAY 159,315 790,625 486,000 538,754 530,754 186,000 186,000
TOTAL PEOPLE'S TRANSPORTATION PLAN FUND EXPENSES 1,754,383 2,425,625 2,143,222 2,195,976 2,165,754 2,143,222 2,143,222
USE OF FUND BALANCE ------PRIOR YEAR OPERATING BALANCES - - - 52,754 52,754 - - Ending Fund Balance 478,050 560,863 970,023 917,269 995,109 1,404,269 1,669,626 * Amended Budget includes approved amendments to the budget and/ or carryovers of previous year's projects.
CITY OF DORAL FY 2019 ADOPTED BUDGET 234 | P a g e
OTHER FUNDS
CITY OF DORAL FY 2019 ADOPTED BUDGET 235 | P a g e
CITY OF DORAL FY 2019 ADOPTED BUDGET 236 | P a g e
PARKS IMPACT FEE FUND
PARK IMPACT FEE FUND FUNCTION
Parks Impact Fees Fund shall be used for the City of Doral Publicly owned parks, open space, and recreation facilities either for the development or improvement of current or future green spaces. The City charges developers who are building new construction single family, duplex and multi-family buildings a fee per unit. Such acquisitions and improvements shall be consistent with the levels of service and standards set forth in the comprehensive plan.
The Parks Impact Fees are imposed in order to regulate the use and development of land so as to assure that new development bears a proportionate share of the cost of the capital expenditures necessary to provide parklands, and the funds necessary to construct improvements to such lands in the City of Doral.
PARK IMPACT FEE FUND BUDGET HIGHLIGHTS
• 634 Capital Outlay – Improvements – Parks o Doral Legacy Park – Batting Cage Improvements – The Department will be improving the existing batting cages at Doral Legacy Park to enhance the patrons experience.
CITY OF DORAL FY 2019 ADOPTED BUDGET 237 | P a g e
PARK IMPACT FEE FUND 102 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 BEGINNING FUND BALANCE 3,736,527 3,194,065 3,815,664 3,815,664 3,815,664 5,482,713 5,482,713
REVENUES 102.9000.331700 GRANT - FEDERAL ------102.9000.361100 INTEREST INCOME 22,316 44,607 10,000 10,000 78,000 10,000 10,000 102.9000.363101 SPECIAL ASSESSTMENT - EDUCATIONAL 418,579 1,229,578 250,000 250,000 3,100,000 250,000 250,000 102.9000.363270 IMPACT FEES - PARKS ------TOTAL REVENUES 440,895 1,274,185 260,000 260,000 3,178,000 260,000 260,000 OTHER RESOURCES 101.8000.300100 RESERVES - IN USE OF FUND BALANCE 542,462 ------PRIOR YEAR OPERATING BALANCES - - - 1,346,951 1,346,951 - - TOTAL OTHER RESOURCES 542,462 - - 1,346,951 1,346,951 - -
TOTAL AVAILABLE RESOURCES 983,357 1,274,185 260,000 1,606,951 4,524,951 260,000 260,000
EXPENDITURES 102.90005.500310 PROFESSIONAL SERVICES - DESIGN - 3,555 - 9,000 9,000 - - TOTAL OPERATING COST - 3,555 - 9,000 9,000 - - 102.22005.500520 OPERATING SUPPLIES - - - 3,660 3,660 - - 102.22005.500652 CAPITAL OUTLAY - OTHER - - - 513,544 513,544 - - 102.90005.500620 CAPITAL OUTLAY - BUILDING 110,599 103,698 - 438,613 438,613 - - 102.90005.500634 CAPITAL OUTLAY - IMPROVEMENTS - PARKS 872,758 184,308 164,000 504,379 504,379 20,000 20,000 102.90005.500640 CAPITAL OUTLAY - PARK DEVELOPMENT - - - 18,000 18,000 - - 102.90005.500650 CAPITAL OUTLAY - CONSTRUCTION IN PROGRESS - 361,025 - 23,755 23,755 - - TOTAL CAPITAL OUTLAY 983,357 649,031 164,000 1,501,951 1,501,951 20,000 20,000
TOTAL PARK IMPACT FEE FUND EXPENSES 983,357 652,586 164,000 1,510,951 1,510,951 20,000 20,000
USE OF FUND BALANCE 542,462 ------PRIOR YEAR OPERATING BALANCES - - - 1,346,951 1,346,951 - - Ending Fund Balance 3,194,065 3,815,664 3,911,664 2,564,714 5,482,713 5,722,713 5,722,713 * Amended Budget includes approved amendments to the budget and/ or carryovers of previous year's projects.
CITY OF DORAL FY 2019 ADOPTED BUDGET 238 | P a g e
POLICE IMPACT FEE FUND
POLICE IMPACT FEE FUND FUNCTION
This fund is intended to assist in the implementation of the City of Doral Comprehensive Plan and to regulate the use and development of land so as to assure that new development bears a proportionate share of the cost of capital expenditures necessary to provide public safety in the City of Doral.
The City imposes an impact fee on new development to help fund Police Department Capital expenditures. This fund tracks this revenue and the allowed expenses. With the increase in construction activity, this revenue is climbing.
POLICE IMPACT FEE FUND BUDGET HIGHLIGHTS
• 640 Capital Outlay – Office – This line purchase of Police Vehicles associated with item is including the purchase of 15 AED’s, the addition of new Police Officers. Ballistic Helmets, Ballistic Vests, Guns. • 652 Capital Outlay – Other – The Radios, and Tasers in relation to the 15 new increase in this account is attributable to the Police Officers. purchase of laptops for new Police Officers. • 641 Capital Outlay - Vehicles – The increase in this account is due to the
CITY OF DORAL FY 2019 ADOPTED BUDGET 239 | P a g e
POLICE IMPACT FEE FUND 103 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 BEGINNING FUND BALANCE 3,202,690 1,560,320 1,892,194 1,892,194 1,892,194 1,387,911 1,387,911
REVENUES 103.6000.361100 INTEREST INCOME 8,107 17,421 5,000 5,000 28,000 5,000 5,000 103.6000.363220 IMPACT FEES - POLICE 237,125 944,299 500,000 500,000 816,000 500,000 500,000 TOTAL REVENUES 245,232 961,720 505,000 505,000 844,000 505,000 505,000 OTHER RESOURCES 103.6000.300100 RESERVES - IN USE OF FUND BALANCE 1,642,371 - 186,378 186,378 - 674,860 898,860 PRIOR YEAR OPERATING BALANCES - - - 470,528 470,528 - - TOTAL OTHER RESOURCES 1,642,371 - 186,378 656,906 470,528 674,860 898,860
TOTAL AVAILABLE RESOURCES 1,887,603 961,720 691,378 1,161,906 1,314,528 1,179,860 1,403,860
EXPENDITURES 103.60005.500310 PROFESSIONAL SERVICES ------TOTAL OPERATING COST ------103.60005.500610 CAPITAL OUTLAY - LAND ------103.60005.500620 CAPITAL OUTLAY - BUILDING 503,288 245,729 - 242,954 242,954 - - 103.60005.500634 CAPITAL OUTLAY - IMPROVEMENTS 1,384,315 53,035 - 173,134 173,134 - - 103.60005.500640 CAPITAL OUTLAY - OFFICE - 14,799 125,600 125,600 125,600 120,750 120,750 103.60005.500641 CAPITAL OUTLAY - VEHICLES - 316,283 511,648 566,088 566,088 754,110 754,110 103.60005.500650 CONSTRUCTION IN PROGRESS - - - - - 250,000 270,000 103.60005.500652 CAPITAL OUTLAY - OTHER - - 54,130 54,130 54,130 55,000 259,000 TOTAL CAPITAL OUTLAY 1,887,602 629,846 691,378 1,161,906 1,161,906 1,179,860 1,403,860
TOTAL POLICE IMPACT FEE FUND EXPENSES 1,887,602 629,846 691,378 1,161,906 1,161,906 1,179,860 1,403,860
USE OF FUND BALANCE 1,642,371 - 186,378 186,378 186,378 674,860 898,860 PRIOR YEAR OPERATING BALANCES - - - 470,528 470,528 - - Ending Fund Balance 1,560,320 1,892,194 1,705,816 1,235,288 1,387,911 713,051 489,051 * Amended Budget includes approved amendments to the budget and/ or carryovers of previous year's projects.
CITY OF DORAL FY 2019 ADOPTED BUDGET 240 | P a g e
BUILDING TECHNOLOGY FUND
BUILDING TECHNOLOGY FUND FUNCTION
This fund was established to enhance the City’s ability to provide state-of-the-art technology, training, equipment and implementation for all permitting system users across all disciplines.
The City assesses a Technology Fee of 0.05% of the total cost of construction; added to all base permit fees. This fund tracks this revenue and the allowed expenses.
BUILDING TECHNOLOGY FUND BUDGET HIGHLIGHTS
• 652 Capital Outlay – Other – This account includes partial funding for a full integration to an online permitting system that is outward facing.
CITY OF DORAL FY 2019 ADOPTED BUDGET 241 | P a g e
BUILDING TECHNOLOGY FUND 108 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 BEGINNING FUND BALANCE - - 130,432 130,432 130,432 172,432 172,432
REVENUES 108.7000.341904 BUILDING TECHNOLOGY ADMINISTRATIVE FEE - 130,432 200,000 200,000 242,000 221,000 221,000 TOTAL REVENUES - 130,432 200,000 200,000 242,000 221,000 221,000 OTHER RESOURCES 108.7000.300100 RESERVES - IN USE OF FUND BALANCE ------TOTAL OTHER RESOURCES ------
TOTAL AVAILABLE RESOURCES - 130,432 200,000 200,000 242,000 221,000 221,000
EXPENDITURES 108.70005.500310 PROFESSIONAL SERVICES ------108.70005.500320 ACCOUNTING & AUDITING SERVICES ------108.70005.500400 TRAVEL & PER DIEM ------108.70005.500520 OPERATING SUPPLIES ------108.70005.500540 DUES/ SUBSCRIPTIONS/ MEMBERSHIPS ------TOTAL OPERATING COST ------CAPITAL 108.70005.500640 CAPITAL OUTLAY - OFFICE ------108.70005.500652 CAPITAL OUTLAY - OTHER - - 200,000 200,000 200,000 200,000 200,000 TOTAL CAPITAL COST - - 200,000 200,000 200,000 200,000 200,000
TOTAL BUILDING TECHNOLOGY FUND EXPENSES - - 200,000 200,000 200,000 200,000 200,000
USE OF FUND BALANCE - Ending Fund Balance - 130,432 130,432 130,432 172,432 193,432 193,432 * Amended Budget includes approved amendments to the budget and/ or carryovers of previous year's projects.
CITY OF DORAL FY 2019 ADOPTED BUDGET 242 | P a g e
BOND DEBT SERVICE FUND
BOND DEBT SERVICE FUND
An election was held on November 6, 2018, whereby electors of the City approved the issuance of not exceeding $150,000,000 of general obligation bonds of the City for the purpose of financing the construction and improvement of parks and recreational facilities with safety features, including, but not limited to, green spaces, community centers, cultural amenities, aquatic facility, playgrounds, sports fields and approximately five miles of walking/cycling trails (collectively, the “Parks and Recreation Projects”), payable from ad valorem taxes on all of the taxable property within the City (the “Bond Referendum”). The Bond Referendum was duly held and conducted in all respects according to law, and a majority of electors casting a ballot voted in favor of the issuance of such bonds for such purpose.
The Bonds are being issued for the purpose of financing the Parks and Recreation Projects and paying certain costs and expenses relating to the issuance of the Bonds.
The Bonds are general obligations of the City. The principal of and interest on the Bonds shall be secured by a pledge of the full faith, credit and taxing power of the City without limitation. In each Fiscal Year while any of the Bonds are outstanding there shall be assessed, levied and collected a tax, without limitation as to rate or amount, on all taxable property within the corporate limits of the City (excluding exemptions as provided by applicable law), in addition to all other taxes, sufficient in amount to pay the principal of and interest on the Bonds as the same shall become due. The tax assessed, levied and collected for the security and payment of the Bonds shall be assessed, levied and collected and the proceeds of said tax shall be applied solely to the payment of the principal of, premium, if any, and interest on the Bonds and shall be in addition to all other taxes authorized to be levied by the City.
BOND DEBT SERVICE FUND BUDGET HIGHLIGHTS
CITY OF DORAL FY 2019 ADOPTED BUDGET 243 | P a g e
CITY OF DORAL GENERAL OBLIGATION BONDS, SERIES 2019 Fiscal Year Ending Total September 30 Principal Interest Debt Service 2020 $ 650,000.00 $ 1,789,761.31 $ 2,439,761.31 2021 $ 890,000.00 $ 1,550,581.26 $ 2,440,581.26 2022 $ 930,000.00 $ 1,506,081.26 $ 2,436,081.26 2023 $ 980,000.00 $ 1,459,581.26 $ 2,439,581.26 2024 $ 1,025,000.00 $ 1,410,581.26 $ 2,435,581.26 2025 $ 1,080,000.00 $ 1,359,331.26 $ 2,439,331.26 2026 $ 1,135,000.00 $ 1,305,331.26 $ 2,440,331.26 2027 $ 1,190,000.00 $ 1,248,581.26 $ 2,438,581.26 2028 $ 1,250,000.00 $ 1,189,081.26 $ 2,439,081.26 2029 $ 1,310,000.00 $ 1,126,581.26 $ 2,436,581.26 2030 $ 1,375,000.00 $ 1,061,081.26 $ 2,436,081.26 2031 $ 1,420,000.00 $ 1,019,831.26 $ 2,439,831.26 2032 $ 1,460,000.00 $ 977,231.26 $ 2,437,231.26 2033 $ 1,505,000.00 $ 933,431.26 $ 2,438,431.26 2034 $ 1,550,000.00 $ 888,281.26 $ 2,438,281.26 2035 $ 1,595,000.00 $ 841,781.26 $ 2,436,781.26 2036 $ 1,645,000.00 $ 793,931.26 $ 2,438,931.26 2037 $ 1,695,000.00 $ 744,581.26 $ 2,439,581.26 2038 $ 1,745,000.00 $ 693,731.26 $ 2,438,731.26 2039 $ 1,795,000.00 $ 641,381.26 $ 2,436,381.26 2040 $ 1,850,000.00 $ 587,531.26 $ 2,437,531.26 2041 $ 1,905,000.00 $ 532,031.26 $ 2,437,031.26 2042 $ 1,965,000.00 $ 472,500.00 $ 2,437,500.00 2043 $ 2,025,000.00 $ 411,093.76 $ 2,436,093.76 2044 $ 2,090,000.00 $ 347,812.50 $ 2,437,812.50 2045 $ 2,155,000.00 $ 282,500.00 $ 2,437,500.00 2046 $ 2,225,000.00 $ 215,156.26 $ 2,440,156.26 2047 $ 2,295,000.00 $ 145,625.00 $ 2,440,625.00 2048 $ 2,365,000.00 $ 73,906.26 $ 2,438,906.26 TOTAL $ 45,100,000.00 $ 25,608,911.55 $ 70,708,911.55
CITY OF DORAL FY 2019 ADOPTED BUDGET 244 | P a g e
DEBT SERVICE FUND 201 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-7 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 BEGINNING FUND BALANCE - - - - - 20,545 20,545
REVENUES 201.5000.311300 SPECIAL AD VALOREM TAXES - - - - - 2,439,188 2,439,188 201.5000.381100 OPERATING TRANSFER-IN - - - - 20,545 - - TOTAL REVENUES - - - - 20,545 2,439,188 2,439,188 OTHER RESOURCES RESERVES - IN USE OF FUND BALANCE - - - - - 574 574 PRIOR YEAR OPERATING BALANCES ------TOTAL OTHER RESOURCES - - - - - 574 574
TOTAL AVAILABLE RESOURCES - - - - 20,545 2,439,762 2,439,762
EXPENDITURES 201.50005.500713 DEBT SERVICE-PRINCIPAL BOND - - - - - 650,000 650,000 201.50005.500721 DEBT SERVICE-INEREST BOND - - - - - 1,789,762 1,789,762 TOTAL DEBT SERVICE - - - - - 2,439,762 2,439,762
TOTAL DEBT SERVICE FUND EXPENSES - - - - - 2,439,762 2,439,762
USE OF FUND BALANCE - - - - - 574 574 PRIOR YEAR OPERATING BALANCES ------Ending Fund Balance - - - - 20,545 19,971 19,971 * Amended Budget includes approved amendments to the budget and/ or carryovers of previous year's projects. The Debt Service Fund Amended Budget Ordinance is scheduled to be reviewed by City Council in the August and September Council Meetings
CITY OF DORAL FY 2019 ADOPTED BUDGET 245 | P a g e
CAPITAL IMPROVEMENT FUND
CAPITAL IMPROVEMENT FUND FUNCTION
This section provides for a brief overview of the capital improvement projects that are scheduled to take place during Fiscal Year 2020 as well as a breakdown of those Capital Improvement Projects that are funded through the Capital Project Fund. Pursuant to the City Charter Section 3.2(5), a capital program is developed and updates annually.
The Capital Improvement Fund is used to fund improvements to the City of Doral Government Center.
CAPITAL IMPROVEMENT FUND BUDGET HIGHLIGHTS
• 634 Capital Outlay-Improvements – This Garage Storage, and Government Center account is budgeted for $450,000; this Security Improvements. includes funding for the 3rd Floor Media Room, Parking Garage Repairs, Parking
CITY OF DORAL FY 2019 ADOPTED BUDGET 246 | P a g e
CAPITAL IMPROVEMENT FUND 301 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-7 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 BEGINNING FUND BALANCE 279,363 571,616 535,508 535,508 535,508 21,963 21,963
REVENUES 301.5000.361100 INTEREST INCOME - - - - 1,900 - - 301.5000.381100 OPERATING TRANSFERS IN 350,000 - 147,443 147,443 147,443 440,000 440,000 TOTAL REVENUES 350,000 - 147,443 147,443 149,343 440,000 440,000 OTHER RESOURCES 301.8000.300100 RESERVES - IN USE OF FUND BALANCE - 36,108 - - - 10,000 10,000 PRIOR YEAR OPERATING BALANCES - - - 515,445 515,445 - TOTAL OTHER RESOURCES - 36,108 - 515,445 515,445 10,000 10,000
TOTAL AVAILABLE RESOURCES 350,000 36,108 147,443 662,888 664,788 450,000 450,000
EXPENDITURES 301.80005.500310 PROFESSIONAL SERVICES - CITY HALL CONST. (418) 29,008 - 181,153 188,948 - - 301.80005.500314 PROFESSIONAL SERVICES ------301.80005.500520 OPERATING SUPPLIES 41,154 3,045 - - - - - TOTAL OPERATING COST 40,736 32,053 - 181,153 188,948 - - 301.80005.500620 CAPITAL OUTLAY - BUILDINGS ------301.80005.500634 CAPITAL OUTLAY - IMPROVEMENTS 750 4,055 82,443 389,388 381,593 450,000 450,000 301.80005.500640 CAPITAL OUTLAY - OTHER 4,114 - - 27,347 27,347 - - 301.80005.500650 CONSTRUCTION IN PROGRESS 12,146 - 65,000 65,000 65,000 - - TOTAL CAPITAL OUTLAY 17,011 4,055 147,443 481,735 473,940 450,000 450,000
TOTAL CAPITAL IMPROVEMENT FUND EXPENSES 57,747 36,108 147,443 662,888 662,888 450,000 450,000
USE OF FUND BALANCE - 36,108 - - - 10,000 10,000 PRIOR YEAR OPERATING BALANCES - - - 515,445 515,445 - - Ending Fund Balance 571,616 535,508 535,508 20,063 21,963 11,963 11,963 * Amended Budget includes approved amendments to the budget and/ or carryovers of previous year's projects.
CITY OF DORAL FY 2019 ADOPTED BUDGET 247 | P a g e
INFRASTRUCTURE REPLACEMENT FUND
INFRASTRUCTURE REPLACEMENT FUND FUNCTION
This new fund was established in FY 2015-2016 in an effort to help fund future capital replacement. The Infrastructure Replacement Funding principle is that the money is collected and segregated, over a period of time, to cover the repair or replacement cost of existing common elements; that is, capital assets already in existence.
Infrastructure Replacement Funds are part of a long-term financial plan, which helps:
• Strengthen the Community’s fiscal health and increase the market value of units
INFRASTRUCTURE REPLACEMENT FUND BUDGET HIGHLIGHTS
The Infrastructure Replacement Fund is supported by an operating transfer from the General Fund in the amount of $300,000.
CITY OF DORAL FY 2019 ADOPTED BUDGET 248 | P a g e
INFRASTRUCTURE REPLACEMENT FUND 302 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET* BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 BEGINNING FUND BALANCE 100,000 200,000 700,000 700,000 700,000 1,865,356 1,865,356
REVENUES 302.5000.381100 OPERATING TRANSFERS IN 100,000 500,000 1,165,356 1,165,356 1,165,356 300,000 300,000 TOTAL REVENUES 100,000 500,000 1,165,356 1,165,356 1,165,356 300,000 300,000 OTHER RESOURCES 302.8000.300100 RESERVES - IN USE OF FUND BALANCE TOTAL OTHER RESOURCES ------
TOTAL AVAILABLE RESOURCES 100,000 500,000 1,165,356 1,165,356 1,165,356 300,000 300,000
EXPENDITURES 302.80005.500310 PROFESSIONAL SERVICES ------302.80005.500341 CONTRACTUAL SERVICES ------302.80005.500491 OTHER CURRENT CHARGES ------TOTAL OPERATING COST ------302.80005.500634 CAPITAL OUTLAY - IMPROVEMENTS ------302.80005.500640 CAPITAL OUTLAY - OTHER ------TOTAL CAPITAL OUTLAY ------
TOTAL INFRASTRUCTURE REPLACEMENT FUND EXPENSES ------
USE OF FUND BALANCE - Ending Fund Balance 200,000 700,000 1,865,356 1,865,356 1,865,356 2,165,356 2,165,356 * Amended Budget includes approved amendments to the budget and/ or carryovers of previous year's projects.
CITY OF DORAL FY 2019 ADOPTED BUDGET 249 | P a g e
GENERAL OBLIGATION BOND, SERIES 2019 FUND
GENERAL OBLIGATION BOND, SERIES 2019 FUND
The Bond Referendum authorized the financing of the construction and improvement of parks and recreational facilities with safety features, including, but not limited to, green spaces, community centers, cultural amenities, aquatic facility, playgrounds, sports fields and approximately five miles of walking/cycling trails.
The Bonds are expected to specifically finance the construction and/or improvements to the following projects: the Doral Meadow Park, Cultural Arts Facility, White Course Park, pedestrian bridge, lighting of trails, and Morgan Levy Park. In addition, the Bonds will also fund a portion of the costs of the construction and improvements of Doral Central Park. Total construction costs for Doral Central Park are expected to be $120 million. The remaining costs associated with Doral Central Park will be paid with the proceeds of subsequent series of general obligation bonds issued by the City.
CITY OF DORAL FY 2019 ADOPTED BUDGET 250 | P a g e
General Obligation Bond Series 2019 -Doral Parks and Recreation Projects Prelimenary Cost Time/Schedule Project Phase Estimates 6 months (Sept. 30, 2019) $ 9,200 Cultural Arts Center Environmental Testing $ 500,000 Cultural Arts Center Design $ 10,200 Doral Central Park Environmental Testing $ 5,000 White Course Park Environmental Testing $ 26,976 Program Management Firm $ 197,249 Administrative Cost 30% Design Criteria / RFP $ 150,000 Pedestrian Bridge Package $ 18,959 CIP Office Sub-Total $ 917,584
1st Year (FY 2020) $ 360,000 Cultural Arts Center Construction $ 90,500 Cultural Arts Center Permits $ 150,000 Doral Meadow Park Design $ 350,000 Doral Central Park Design $ 300,000 White Course Park Design $ 73,000 Morgan Levy Park Construction $ 300,000 Lighting of Trails Design $ 150,000 Additional Trails Design
$ 73,940 Program Management Firm
$ 75,000 Doral Meadow Park Renovation Design $ 124,744 CIP Office Sub-Total $ 2,047,184
CITY OF DORAL FY 2019 ADOPTED BUDGET 251 | P a g e
General Obligation Bond Series 2019 -Doral Parks and Recreation Projects Prelimenary Cost Time/Schedule Project Phase Estimates
2nd Year (FY 2021) $ 8,640,000 Cultural Arts Center Construction
$ 90,500 Cultural Arts Center Permits
$ 15,000 Doral Meadow Park Permits
$ 1,000,000 Doral Meadow Park Construction
$ 3,500,000 Doral Central Park Design
$ 100,000 White Course Park Permits
$ 3,865,000 White Course Park Construction
$ 1,820,000 Lighting of Trails Construction $ 1,400,000 Additional Trails Construction $ 15,000 Lighting of Trails Permits $ 15,000 Additional Trails Permits $ 1,050,000 Pedestrian Bridge Design/Construction
$ 860,420 Program Management Firm $ 129,734 CIP Office Sub-Total $ 22,500,654
3rd Year (FY 2022) $ 3,150,000 Doral Central Park Design $ 200,000 Doral Central Park Permits
$ 11,569,668 Doral Central Park Construction
$ 780,000 Lighting of Trails Construction
$ 600,000 Additional Trails Construction
$ 2,450,000 Pedestrian Bridge Design/Construction
$ 749,987 Program Management Firm $ 134,923 CIP Office Sub-Total $ 19,634,578
Total $ 45,100,000
CITY OF DORAL FY 2019 ADOPTED BUDGET 252 | P a g e
PARKS G.O. BOND - SERIES 2019 FUND - PUBLIC WORKS AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 500.120 - Full Time Salaries Capital Improvements Manager 0 0 0 0 1 $ 80,551 Full Time Salaries Total 0 0 0 0 1 $ 80,551
Total 0 0 0 0 1 $ 80,551
CITY OF DORAL FY 2019 ADOPTED BUDGET 253 | P a g e
PARK GENERAL OBLIGATION BOND-SERIES 2019 CAPITAL PROJECT FUND 303 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-7 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 BEGINNING FUND BALANCE ------
REVENUES 303.5000.361100 INTEREST INCOME - - - - 25,000 130,000 130,000 303.5000.367100 CHANGE IN INVESTMENT VALUE - - - - 30,000 - - 303.5000.384110 PARK BOND DEBT PROCEEDS - - - - 46,574,022 - - TOTAL REVENUES - - - - 46,629,022 130,000 130,000 OTHER RESOURCES RESERVES - IN USE OF FUND BALANCE ------PRIOR YEAR OPERATING BALANCES ------TOTAL OTHER RESOURCES ------
TOTAL AVAILABLE RESOURCES - - - - 46,629,022 130,000 130,000
EXPENDITURES 303.80005.500120 FULL TIME SALARIES - - - - 12,257 80,551 80,551 303.80005.500125 COMPENSATED ABSENCES - - - - 442 2,904 2,904 303.80005.500210 FICA & MICA TAXES - - - - 971 6,384 6,384 303.80005.500220 RETIREMENT CONTRIBUTION - - - - 1,471 9,666 9,666 303.80005.500230 LIFE & HEALTH INSURANCE - - - - 1,707 25,239 25,239 TOTAL PERSONNEL COST - - - - 16,848 124,744 124,744
303.90005.500310 PROFESSIONAL SERVICES ------303.50005.500317 PROFESSIONAL SERVICES - COST OF ISSUANCE - - - - 197,249 - - 303.90005.500340 CONTRACTUAL SERVICES - OTHER ------TOTAL OPERATING COST - - - - 197,249 - -
303.90005.500620 CAPITAL OUTLAY - BUILDINGS ------303.90005.500650 CONSTRUCTION IN PROGRESS - - - - 46,394,380 - - TOTAL CAPITAL OUTLAY - - - - 46,394,380 - -
303.50005.500916 TRANSFER OUT DEBT SERVICE - - - - 20,545 - - TOTAL DEBT SERVICE - - - - 20,545 - -
TOTAL CAPITAL IMPROVEMENT FUND EXPENSES - - - - 46,629,022 124,744 124,744
USE OF FUND BALANCE ------PRIOR YEAR OPERATING BALANCES ------*Ending Amended Fund Budget Balance includes approved amendments to the budget and/ or carryovers of previous - year's projects. - - - - 5,256 5,256 The Park General Obligation Bond-Series 2019 Capital Project Fund Amended Budget Ordinance is scheduled to be reviewed by City Council in the August and September Council Meetings
CITY OF DORAL FY 2019 ADOPTED BUDGET 254 | P a g e
STORMWATER FUND
STORMWATER FUND – DIVISION FUNCTION
In 1987, the United States Congress amended the Clean Water Act to require the Environmental Protection Agency to develop regulations for the permitting of Stormwater discharges into the waters of the United States of America. In addition, under the provisions of the “Florida Air and Water Pollution Control Act,” (Chapter 403, Florida Statutes, at section 403.0891), local governments are required to develop Stormwater managements programs. In order to comply with the mandated Federal requirements, and in accordance with state law, Miami-Dade County enacted a county-wide Stormwater utility ordinance (91-66) effective June 30, 1991.
The money within the fund shall be used for the exclusive use of the City's Stormwater management utility, including but not limited to, the following:
• Stormwater management services, such as • Administrative costs associated with the studies, design, permit review, planned management of the Stormwater management preparation, and development review. utility fee. • Operation, maintenance, repair, and • Debt service financing of Stormwater-related replacement of the Stormwater collection, capital improvements defined in any city storage, treatment, and conveyance Stormwater management plan, including infrastructure. City's pro rata share of the Miami-Dade • Project cost related to constructing major or County Stormwater Utility Revenue Bond minor structural improvements to the Series 1999 and Series 2004. Stormwater-related infrastructure as • Funding of any studies, including water provided in any city Stormwater management quantity and quality monitoring aerial plan. photography and geotechnical work associated with the planning of Stormwater- related infrastructure.
CITY OF DORAL FY 2019 ADOPTED BUDGET 255 | P a g e
STORMWATER FUND - DIVISION ACCOMPLISHMENTS FOR FY 2019
The following section lists prior year accomplishments and status of current year budget initiatives that supports the City’s Strategic Goals.
• Commenced construction of Year 5B of the NW 87th Ave. Canal Bank Stabilization Program and is • Completed and permitted the design of the scheduled to be completed in the 4th Quarter. Stormwater Improvements at Sub Basin H-8 • Secured FDOT LAP Grant in an amount of Phase II located along NW 57th St between $1,000,000 for Year 6 (5B) of the Canal Bank NW 79th Ave and NW 77th Ct, along NW 56th Stabilization Program located along the St between NW 79th Ave and NW 77th Ct, Dressels Canal adjacent to NW 41st St and along NW 77th Ct between NW 56th St between NW 97th Ave and NW 87th Ave. and NW 62nd St. • Completed the maintenance cycle of the • Commenced the design of Miscellaneous City’s Stormwater drainage infrastructure. Stormwater Improvements for NW 50th St • Commenced the design of Year 4 of the between NW 114th Ave and NW 112th Ave Stormwater Improvements 5-Year CIP: Sub and NW 24th Terrace between NW 89th Pl Basin A-2, located along NW 79th Ave and NW 25th St. between NW 14th St and NW 24 St. • Completed the Outfall Feasibility Study to • Updated Stormwater Division written service Sub Basin H-5 which is located procedures. between NW 79th Ave and NW 77th Court • Secured State Grant in an amount of from NW 57th St to NW 54th St. Outfall will $461,708.00 for the Stormwater be proposed to discharge into the NW 58th Improvements at Sub Basin H-8 located along St Canal. NW 57th Street between NW 79th Ave and • Completed the Shared Use Path Feasibility NW 77th Ct, along NW 56th St between NW Study for the NW 58th Street path from NW 79th Ave and NW 77th Ct, and along NW 77th 114th Ave to NW 109th Ave. Ct between NW 56th St and NW 62nd St. • Completed the Florida Department of • Construction is scheduled to be awarded in Environmental Protection (FDEP) National the 4th Quarter of FY 18-19 of Year 5 of the Pollutant Discharge Elimination System Stormwater Improvements 5-Year CIP: Sub (NPDES) Program MS4 Permit annual report Basin A-4, located along NW 84th Ave for Cycle 1 one-year evaluation period. between NW 12th St and NW 25 St. • Administered Mosquito Dunks to all City of • Construction is scheduled to be awarded in Doral Stormwater Inlets. the 4th Quarter of FY 18-19 for Stormwater • Purchased a sidewalk sweeper to implement improvements at NW 21st St between NW a sidewalk sweeping program to further 84th Ave to NW 82nd Ave. comply with the NPDES MS4 Permit. • Construction is scheduled to be awarded in • Began the Stormwater Vulnerability Study to the 4th Quarter of FY 18-19 of Year 7 of the evaluate the Stormwater Infrastructure and Canal Bank Stabilization Program located the affects from projected groundwater along NW 25th St between NW 97th Ave and elevations from climate change.
CITY OF DORAL FY 2019 ADOPTED BUDGET 256 | P a g e
STORMWATER FUND - DIVISION OBJECTIVES FOR FY 2020
The following objectives were developed to provide a description of the anticipated accomplishments for this department as they relate to the City Council’s Budget Priorities and Strategic Goals which are indicated below.
• Complete construction of Year 7 of the Canal between NW 50th Street and NW 60th Street. Bank Stabilization Program located along the • Commence construction for NW 114th Northline Canal adjacent to NW 25th Street Avenue between NW 50th Street and NW between NW 97th Avenue and NW 87th 58th Street and NW 50th Street between NW Avenue, and along the north side of the 114th Avenue and NW 112th Avenue. Dressels Canal adjacent to NW 50th Street • Complete the Stormwater Vulnerability Study between NW 102nd Avenue and NW 97th that will provide an assessment of the impacts Avenue. to the City of Doral Stormwater • Complete construction of Year 5 of the infrastructure from climate change. Stormwater Improvements 5-Year CIP: Sub • Complete the update to the Stormwater Basins A-4, located along NW 84th Avenue master plan and prepare next 5-Year Capital between NW 12th Street and NW 25 Street. Improvement Plan. • Complete the design and commence the • Address miscellaneous drainage deficiencies construction of the Stormwater identified throughout the City. Improvements at Sub Basin H-8 Phase II to • Continue to develop and improve existing include an outfall to discharge into the NW procedures and program to maintain and 58th Street Canal, located along NW 57th improve the Stormwater drainage Street between NW 79th Avenue and NW infrastructure. 77th Court, along NW 56th Street between • Continue to follow the Florida Department of NW 79th Avenue and NW 77th Court, and Environmental Protection (FDEP) NPDES along NW 77th Court between NW 56th MS4 Permit standards and prepare for the Street and NW 62nd Street. next annual report. • Complete construction of Miscellaneous • Work along with the Building Department to Stormwater Improvements for NW 21st improve the City’s Community Rating System Street between NW 82nd Avenue and NW (CRS) Program ranking. 83rd Avenue; and at NW 114th Avenue
CITY OF DORAL FY 2019 ADOPTED BUDGET 257 | P a g e
STORMWATER FUND – DIVISION BUDGET HIGHLIGHTS
• 110-230 Personnel Costs - For this fiscal • 520 – Operating Supplies – This account year the City will be converting all was increased in comparison to the previous employees from a 37.5 to a 40-hour work Fiscal Year as a result of the addition to a week. Additionally, there is a 1.5% cost of Mosquito Dunk-Larvicide Treatment line living adjustment and an up to 2% merit item that will allow the public works increase based on the individual’s department to treat all stormwater inlets performance evaluation. Health insurance along the public right-of-way for mosquito rates have increase by 6% city-wide. larvae. Also, the addition of a Grate • 314 – Professional Services – Engineer - Replacement line item to replace This account was increased in comparison to stormwater grates that are either damaged the previous Fiscal Year as a result of the or removed. inclusion of the 5 Year Stormwater Master • 633 Improvements Streets - This account Plan Update. was decreased in comparison to the • 340 – Contractual Services – Other - This previous Fiscal Year as a result of account was increased in comparison to the Stormwater Improvements only being previous Fiscal Year as a result of the needed for the NW 112 Ave. (NW 25 St- increase of budget to the Catch Basin NW 34 St) and NW 27 St (NW 112 Ave- Maintenance line item to allow more NW 109 Ave). maintenance of newly installed stormwater • 640 – Capital Outlay - This account was drainage systems along public right-of-way. decreased in comparison to the previous • 400 - Travel and Per Diem - This account Fiscal Year as it now includes the purchase was decreased in comparison to the of a water pump which cost less than the previous Fiscal Year as a result of the heavy equipment that was previously decrease of the State and National purchased. With this heavy equipment, the Conferences and Training line item. Department will be able to be prepared • 470 - Printing & Binding - This account was during emergency situations and to remove decreased in comparison to the previous water from low lying areas. Fiscal Year as a result of the decrease of the printing materials line item.
CITY OF DORAL FY 2019 ADOPTED BUDGET 258 | P a g e
• 650 - Construction in Progress - This previous Fiscal Year as a result of the costs account was decreased in comparison to the of the Principal on County Debt as provided previous Fiscal Year as a result of the by Miami-Dade Count in the most recent substantial completion with construction of debt service schedule. the Canal Bank Stabilization Program and the • 720 - Debt Service – Interest - This account decrease in design of stormwater was decreased in comparison to the improvements as construction will be previous Fiscal Year as a result of the Miami- occurring during this fiscal year. Dade County most recent debt service • 710 - Debt Service – Principal - This schedule. account was increased in comparison to the
STORMWATER FUND - PUBLIC WORKS AUTHORIZED POSITIONS BUDGET BUDGET BUDGET BUDGET ADOPTED TOTAL COST ACCOUNT POSITION FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 500.120 - Full Time Salaries Stormwater Utility Manager 1 1 1 1 1 $ 68,622 Stormwater Utility Technician 1 1 1 1 1 $ 56,947 Full Time Salaries Total 2 2 2 2 2 $ 125,569
Total 2 2 2 2 2 $ 125,569
CITY OF DORAL FY 2019 ADOPTED BUDGET 259 | P a g e
STORMWATER FUND 401 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 BEGINNING FUND BALANCE1 15,797,725 14,403,699 14,545,706 14,545,706 14,545,706 3,475,281 3,475,281
REVENUES 401.8000.314300 STORMWATER USER FEES 3,906,429 3,896,241 3,800,000 3,800,000 3,800,000 3,800,000 3,800,000 401.8000.334100 STATE GRANT REIMB - - 600,000 600,000 - 600,000 600,000 401.8000.361100 INTEREST INCOME 158,684 228,803 140,000 140,000 240,000 140,000 140,000 401.8000.367100 CHANGE IN INVESTMENT VALUES (60,984) (125,754) - - 175,000 - - 401.8000.369200 PRIOR YEAR RECOVERY 175,918 ------TOTAL REVENUES 4,180,048 3,999,290 4,540,000 4,540,000 4,215,000 4,540,000 4,540,000 OTHER RESOURCES 101.8000.300100 RESERVES - IN USE OF FUND BALANCE - - 532,268 532,268 532,268 - - PRIOR YEAR OPERATING BALANCES - - - 10,242,254 10,242,254 - - TOTAL OTHER RESOURCES - - 532,268 10,774,522 10,774,522 - -
TOTAL AVAILABLE RESOURCES 4,180,048 3,999,290 5,072,268 15,314,522 14,989,522 4,540,000 4,540,000
EXPENDITURES 401.80005.500120 FULL TIME SALARIES 49,877 84,668 112,162 112,162 112,162 125,569 125,569 401.80005.500125 COMPENSATED ABSENCES - 1,916 4,294 4,294 4,294 4,527 4,527 401.80005.500140 OVERTIME 12 76 - - - - - 401.80005.500210 FICA & MICA TAXES 3,944 6,385 8,909 8,909 8,909 9,953 9,953 401.80005.500.220 RETIREMENT CONTRIBUTIONS 6,260 9,931 13,397 13,397 13,397 15,069 15,069 401.80005.500230 LIFE & HEALTH INSURANCE 9,066 18,232 19,798 19,798 19,798 27,346 27,346 TOTAL PERSONNEL COSTS 69,159 121,207 158,560 158,560 158,560 182,464 182,464
401.80005.500314 PROFESSIONAL SERVICES- ENGINEERING 472,591 330,606 25,000 138,629 131,783 185,000 185,000 401.80005.500340 CONTRACTUAL SERVICE S - OTHER 859,087 939,806 1,143,000 1,522,100 1,522,100 1,193,000 1,193,000 401.80005.500400 TRAVEL & PER DIEM 1,201 1,832 5,900 5,900 2,500 5,500 5,500 401.80005.500410 COMMUNICATIONS & FREIGHT SERVICES 250 ------401.80005.500440 RENTAL & LEASES - - 1,000 14,000 4,000 1,000 1,000 401.80005.500460 REPAIRS & MAINTENANCE - VEHICLES - - 2,000 2,000 2,000 - - 401.80005.500470 PRINTING & BINDING 407 30 1,500 1,500 500 1,000 1,000 401.80005.500490 OTHER CURRENT CHARGES 26,712 54,623 100,000 132,000 132,000 100,000 100,000 401.80005.500510 OFFICE SUPPLIES 386 - 500 500 100 500 500 401.80005.500520 OPERATING SUPPLIES 509 4,333 1,630 1,630 1,030 7,400 7,400 401.80005.500522 OPERATING SUPPLIES VEHICLES 1,058 - 2,000 2,000 2,000 - - 401.80005.500540 DUE, SUBSCRIPTIONS & MEMBERSHIPS 2,230 3,417 6,350 6,350 4,500 5,750 5,750 401.80005.500590 DEPRECIATION EXPENSE 535,313 607,713 - - - - - 401.80005.500591 ACCUMULATED DEPRECIATION ------401.80005.500592 AMORTIZATION - DEFERRED LOSS 52,383 52,383 - - - - - TOTAL OPERATING COST 1,952,127 1,994,742 1,288,880 1,826,609 1,802,513 1,499,150 1,499,150
401.80005.500633 CAPITAL OUTLAY - IMPROVEMENTS STREETS 0 - 450,000 2,144,666 2,144,666 220,000 220,000 401.80005.500640 CAPITAL OUTLAY - OFFICE EQUIP & MACH - - 60,000 60,000 55,000 49,000 49,000 401.80005.500650 CONSTRUCTION IN PROGRESS 1 - 2,450,000 10,459,858 10,459,858 1,900,000 1,900,000 TOTAL CAPITAL OUTLAY 1 - 2,960,000 12,664,525 12,659,524 2,169,000 2,169,000
401.80005.500710 DEBT SERVICE PRINCIPAL- COUNTY BOND 1 (1) 457,289 457,289 457,289 473,282 473,282 401.80005.500720 DEBT SERVICE INTEREST - COUNTY BOND 237,629 222,843 207,539 207,539 207,539 191,717 191,717 TOTAL DEBT SERVICE 237,630 222,842 664,828 664,828 664,828 664,999 664,999
TOTAL STORMWATER FUND EXPENSES 2,258,916 2,338,790 5,072,268 15,314,522 15,285,425 4,515,613 4,515,613
USE OF FUND BALANCE - - 532,268 532,268 532,268 - - PRIOR YEAR OPERATING BALANCES - - - 10,242,254 10,242,254 - - Ending Fund Balance1 14,403,699 14,545,706 14,013,438 3,771,184 3,475,281 3,499,668 3,499,668 * Amended Budget includes approved amendments to the budget and/ or carryovers of previous year's projects. 1Fund Balance adjusted to show net of investment in capital assets.
CITY OF DORAL FY 2019 ADOPTED BUDGET 260 | P a g e
OTHER POST-EMPLOYMENT BENEFITS FUND
OTHER POST-EMPLOYMENT BENEFITS FUND FUNCTION
Other Post-Employment Benefits (or OPEB) are benefits (other than pensions) that U.S. state and local governments provide to their retired employees. These benefits principally involve health care benefits, but also may include life insurance, disability, legal and other services.
The Governmental Finance Officers Association (GFOA) recommends that governments prefund their obligations for post-employment benefits other than pensions (OPEB) once they have determined that the employer has incurred a substantial long-term liability. In most cases, employers can make long-term investments to cover these obligations through a separate trust fund that should, over time, result in a lower total cost for providing postemployment benefits.
OTHER POST-EMPLOYMENT BENEFITS FUND BUDGET HIGHLIGHTS
The Other Post-Employment Benefits Fund is supported by an operating transfer from the General Fund in the amount of $200,000.
CITY OF DORAL FY 2019 ADOPTED BUDGET 261 | P a g e
OTHER POST-EMPLOYMENT BENEFITS FUND 651 ADOPTED AMENDED YEAR-END ACTUAL ACTUAL BUDGET BUDGET* ESTIMATE PROPOSED ADOPTED ACCT NO. ACCOUNT TITLE FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 FY 2019-20 FY 2019-20 BEGINNING FUND BALANCE - - 505,534 505,534 505,534 918,534 918,534
REVENUES 651.5000.361100 INTEREST INCOME - 5,534 - - 13,000 - - 651.5000.381100 OPERATING TRANSFERS IN - 500,000 400,000 400,000 400,000 200,000 200,000 TOTAL REVENUES - 505,534 400,000 400,000 413,000 200,000 200,000 OTHER RESOURCES 651.8000.300100 RESERVES - IN USE OF FUND BALANCE TOTAL OTHER RESOURCES ------
TOTAL AVAILABLE RESOURCES - 505,534 400,000 400,000 413,000 200,000 200,000
EXPENDITURES 651.80005.500310 PROFESSIONAL SERVICES ------651.80005.500341 CONTRACTUAL SERVICES ------651.80005.500491 OTHER CURRENT CHARGES ------TOTAL OPERATING COST ------
TOTAL OTHER POST-EMPLOYMENT BENEFITS FUND EXPENSES ------
USE OF FUND BALANCE - Ending Fund Balance - 505,534 905,534 905,534 918,534 1,118,534 1,118,534 * Amended Budget includes approved amendments to the budget and/ or carryovers of previous year's projects.
CITY OF DORAL FY 2019 ADOPTED BUDGET 262 | P a g e
GLOSSARY
Accrual Basis of Accounting - The basis of accounting under which revenues are recorded when earned and expenditures are recorded when goods are received and services performed even though the receipt of the revenue or the payment of the expenditure may take place, in whole or part, in another accounting period.
Ad Valorem Taxes (Property Taxes) - A tax levied on the assessed value of real and personal property.
Adopted Budget - The proposed budget as initially formally approved by the City Council.
Amended Budget - The adopted budget as formally adjusted by the City Council.
Appropriation – A sum of money or total of assets devoted to a special purpose.
Asset - Resources owned or held by a government which has monetary value.
Audit – An official inspection of an individual’s or organization’s accounts, typically by an independent body.
Balanced Budget - A budget in which estimated revenues and other available funds equal or exceed estimated expenditures.
Bonds – A certificate of debt issued by a government or corporation guaranteeing payment of the original investment plus interest by a specified future date.
Budget - A plan of financial operation, embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. Upon approval by the City Council, the budget appropriation ordinance becomes the legal basis for expenditures in the budget year.
Budget Amendment – A formal action approved by the City Commission to adjust the fiscal year budget. These amendments take two forms: Transfer of an appropriation from one departmental budget to another; or, the appropriation of new sources of revenue.
Budget Calendar - A schedule of key dates which the City follows in the preparation, adoption and administration of the budget.
Budget Message – The opening section of the budget which provides a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and the views and recommendations of the Mayor and City Manager.
CITY OF DORAL FY 2019 ADOPTED BUDGET 263 | P a g e
Budget Monitoring – The evaluation of a governmental unit or fund in accordance with an approved budget for the purpose of keeping expenditures within the limits of available appropriations and available revenues.
Capital Improvement Plan (CIP) – Appropriations of capital projects such as street improvements, building construction, and facility maintenance which are supported by a five-year expenditure plan. This plan details funding sources and expenditures amounts, which these projects will require beyond the one-year period of the annual budget.
Capital Outlay – An expenditure category for acquiring equipment, vehicles or machinery, which become additions to the City’s fixed assets.
Division – The second level in the formal City organization in which a specific function is carried out. A division may comprise a single department.
Debt Service - The City's obligation to pay the principal and interest of all bonds and other debt instruments according to a predetermined payment schedule.
Delinquent Taxes - Taxes that remain unpaid after the date on which a penalty for nonpayment is attached.
Department - An organizational unit responsible for carrying out a major governmental function
Expenditure- The cost of goods delivered, or services provided, including operating expenses, capital outlays, and debt service. Includes such things as paying salaries of police, fire and others, purchasing materials, electricity, water and gas and making long term debt payments.
Estimated Revenues – Is the amount of income to be collected during the fiscal year.
Expenses – An event which an asset is used up or a liability is incurred.
Encumbrances - Commitments of funds for contracts and services to be performed. When encumbrances are recorded, available appropriations are reduced correspondingly.
Enterprise Funds - Funds established to account for operations, which are financed and operated in a manner similar to private enterprises. The intent is that the expense of providing goods or services to the public on a continuing basis (including depreciation) be financed or recovered primarily through user fees.
Fiduciary Fund - A fund used to account for the revenue and expenditures of beneficiary accounts held in trust for a group of individuals, e.g. employee pension.
CITY OF DORAL FY 2019 ADOPTED BUDGET 264 | P a g e
Fiscal Year - A 12-month period to which the operating budget applies. For Doral it begins October 1 and ends September 30.
Fixed Assets – Are a long term tangible assets such as land, buildings, machinery, furniture and equipment.
Fund Balance – The amount of equity held by the City to support future operations or emergencies. It is the difference between fund assets and fund liabilities.
Franchise Fee - A fee paid by public service businesses for use of City streets, alleys and property in providing their services to the citizens of a community. Services requiring franchises include electricity, telephone, natural gas refuse, and cable television.
Fund - An accounting entity with a self-balancing set of accounts which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with specific regulations, restrictions or limitations.
General Fund - Used to account for the general operations of the city and all transactions that are not accounted for in other funds.
General Obligation Bonds - Bonds that finance a variety of public projects such as streets, buildings, and improvements; these bonds are backed by the full faith and credit of the issuing government.
Goal - A broad statement of desired conditions to be achieved through the efforts of an organization.
Governmental Fund - Funds through which most general government functions are financed.
Grant - A contribution made by one governmental unit to another. The contribution is usually made to aid in the support of a specified function, but it is sometimes for general purposes.
Homestead Exemption – Pursuant to the Florida State Constitution, the first $25,000 of assessed value of a home which the owner occupies as principal residence is exempt for the property value.
Infrastructure - The physical assets of a government (e.g., streets, water, sewer, public buildings and parks).
Intergovernmental Revenues - Funds received from federal, state, and other local governmental sources in the form of grants, shared revenues, and payments in lieu of taxes (PILOT).
Millage Rate - One mill equals $100 of tax for each $1,000 of property value. The millage rate is the total number of mills of tax assessed against the value.
CITY OF DORAL FY 2019 ADOPTED BUDGET 265 | P a g e
Modified Accrual Basis - The basis of accounting under which transactions are recognized when they become both measurable (i.e., an amount can be determined) and available (i.e., able to liquidate liabilities of the current period)
Operating Expenses - Expenditures associated with the general operation of a department such as office supplies, vehicle fuel, rent, utilities, etc.
Operating Revenues - Income derived from sources related to the City’s everyday business operations.
Ordinance - A formal legislative enactment by the council or governing body of a municipality that has the full force and effect of law within the enacting City.
Proprietary Fund - Fund used to account for the City’s ongoing organizations and activities which are similar to those often found in the private sector, such as Enterprise and Internal Service funds.
Reserves - A portion of the fund balance or retained earnings legally segregated for specific purposes.
Revenue - Additions to assets which do not increase any liability or represent the recovery of an expenditure; do not represent the cancellation of certain liabilities or decreases in assets; and do not represent contributions of fund capital in enterprise and internal service Funds.
Special Revenue Fund - Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than major capital projects) requiring separate accounting because of the legal and/or regulatory provisions or administrative action.
Strategic Planning - A document outlining long-term goals, critical issues and action plans which will increase the organization’s effectiveness in attaining its mission, priorities, goals and objectives.
Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people.
CITY OF DORAL FY 2019 ADOPTED BUDGET 266 | P a g e
City of Doral 8401 Northwest 53rd Terrace Doral, Florida 33166 Ph: (305) 593-6725 www.cityofdoral.com
Mayor Juan Carlos Bermudez Vice Mayor Claudia Mariaca Councilwoman Digna Cabral Councilman Pete Cabrera Councilwoman Christi Fraga
Albert P. Childress, City Manager Mari Gallet, Deputy City Manager
CITY OF DORAL FY 2019 ADOPTED BUDGET 267 | P a g e